What Research Says About Holacracy: A Synthesis of 655 Studies

What does science say about Holacracy? This question is rarely asked and even more rarely answered. Most Holacracy resources are based on individual case reports, anecdotes, or statements from framework advocates. Systematic research often remains inaccessible, scattered across academic journals that practitioners seldom read.

We changed that. Over several months, we collected, analyzed, and synthesized 655 academic papers on Holacracy and self-organization. The result is the most comprehensive research synthesis on this topic to date, written by practitioners for practitioners.

What we found will surprise some: research contradicts several popular assumptions about self-organization. It confirms others. Most importantly, it shows that Holacracy’s success depends less on the framework itself than on the context in which it is introduced.

What We Analyzed

Our analysis encompasses 655 academic papers from 2012-2025. These papers come from various disciplines: organizational theory, management, psychology, sociology, and computer science.

The Dataset at a Glance

Metric	Value
Total papers	655
Papers with full text	525 (80%)
Publication period	2012-2025
Papers with high quality score (60+)	36 (5.5%)
Papers with medium quality score (40-59)	266 (40.6%)
Papers with low quality score (20-39)	353 (53.9%)

The quality assessment considers multiple factors: citation frequency (normalized by age), research methodology (randomized studies higher than case studies higher than opinion pieces), direct relevance to Holacracy and self-organization, and publication venue.

Thematic Distribution

Using machine learning, we grouped the papers into 20 thematic clusters. The largest clusters:

Theme	Number of Papers	Avg. Citations
Governance in Self-Organization	73	17.1
Leadership in Self-Organizing Systems	52	varies
Team Performance in the Digital Age	52	varies
Future of Work	48	varies
Holacracy and Social Impact	45	varies
Digitization and Organizational Change	45	varies

This distribution shows that research on self-organization is broadly diversified. It ranges from theoretical foundations to practical implementation studies.

Methodological Limitations

Before we get to the results, transparency about our methodology is important:

Abstract-based analysis: For 20% of papers, we did not have full-text access. These were analyzed based on their abstracts.

English-language dominance: Most papers are in English. German-language and other research may be underrepresented.

Quality assessment through proxies: Our quality assessment is based on measurable indicators, not content review of each individual paper.

Semantic clustering: The thematic grouping is based on semantic similarity, not methodological comparability.

These limitations mean: our synthesis is comprehensive but not perfect. It offers the best available overview of the research landscape but does not claim completeness.

Finding 1: The Success-Failure Paradox

Central claim: Whether Holacracy succeeds or fails depends primarily on the organizational context, not the framework itself.

Evidence strength: Strong (88 papers) Distribution: 50 success papers, 38 failure papers Confidence: High - consistent pattern across different contexts

What Success Studies Show

The most-cited success reports emphasize:

Industry fit: Holacracy shows particularly positive results in technology and creative sectors. A study on peer-to-peer energy trading (22 citations) shows how Holacracy enables decentralized coordination in technological contexts.

Crisis resilience: Multiple studies document how holacratic structures enable faster adaptation in crisis situations. The distribution of decision authority prevents bottlenecks.

AI integration: More recent research (from 2023) examines how virtual roles and AI support can be integrated into holacratic systems.

Common success factors:

• Strong alignment between organizational values and self-management philosophy
• Adequate time investment in governance processes
• Clear role definitions despite distributed authority
• Technological support for coordination

What Failure Studies Reveal

The most-cited failure reports identify:

The Zappos case: The most comprehensive study (8 citations) documents 14% voluntary turnover after Holacracy implementation at Zappos. The analysis shows: implementation occurred during a period of high organizational stress, and many employees felt overwhelmed by the complexity.

SME challenges: Smaller companies (under 50 employees) show in one study (3 citations) that Holacracy can become a competitive disadvantage when implementation is poor. The overhead for governance processes does not justify the benefits.

Crisis decisions: One study (4 citations) documents how lack of clear command chains led to delays in emergencies. The distributed authority that provides advantages in normal operations can become an obstacle in crisis situations.

Common failure patterns:

• Implementation without cultural readiness
• Underestimating training requirements
• Introduction during periods of high stress or change
• Lack of leadership commitment to full adoption

The Practical Implication

Organizations should assess their cultural readiness before implementation. Success is not about the framework but about the organizational capacity to sustain new governance patterns.

The question is not: “Is Holacracy good or bad?” The question is: “Does Holacracy fit this organization at this moment?”

Finding 2: Productivity Effects

Central claim: Self-organization shows positive productivity effects, but the evidence has methodological limitations.

Evidence strength: Moderate Distribution: 30 positive papers, 6 negative papers Confidence: Medium - possible publication bias toward positive results

Positive Findings

A meta-analysis from 2024 (“Holacracy and Organizational Performance”) examined 15 companies that implemented Holacracy:

• ~30% reported increased agility - faster response to market changes
• ~70% reported improved employee engagement - higher identification with work
• Effects strongest in the tech sector and in companies under 500 employees

These numbers are impressive but should be interpreted with caution. The studies are largely based on self-assessments by the companies examined.

Negative and Neutral Findings

Less common but methodologically interesting studies show a more differentiated picture:

Simulation studies: An LLM-based simulation model (CareerAgent) found no significant performance difference between hierarchical and holacratic structures for standardized tasks.

Longitudinal studies: A study in a Canadian tech company (N=445) showed mixed results that strongly depended on the authenticity of leadership.

Null effects: Several papers report “no significant effect” on classic productivity metrics such as output per employee or project completion rates.

Moderating Factors

Factor	Effect on Outcomes
Company size	Smaller companies (<500) show stronger positive effects
Industry	Tech > Service > Manufacturing
Implementation depth	Partial adoption shows weaker results
Leadership authenticity	Positive outcomes depend on genuine leadership commitment

The Practical Implication

Expect moderate productivity gains at best. Holacracy’s value proposition lies more in agility and employee engagement than in raw output metrics.

The realistic expectation: Holacracy does not automatically make organizations more productive. It potentially makes them more adaptable and increases employee satisfaction when implemented correctly.

Finding 3: Empowerment vs. Cognitive Load

Central claim: Self-organization empowers employees but also increases cognitive load.

Evidence strength: Moderate (39 papers) Distribution: 30 empowerment papers, 9 cognitive load papers Confidence: Medium - load studies are often overlooked in the literature

Empowerment Evidence

The classic HBR article “Beyond the Holacracy Hype” (61 citations) shows:

• Employees report increased sense of agency
• Role clarity actually improves when properly implemented
• Decision-making speed increases at the individual level

A comparative study in Switzerland and Germany (22 citations) adds:

• Employees in holacratic companies report fewer “illegitimate tasks”
• Person-organization fit is higher for employees with high openness (Big Five personality trait)
• Job satisfaction correlates with Holacracy satisfaction

Cognitive Load Evidence

The often-overlooked flip side is documented by the highly-cited study “The myth of the flat start-up” (81 citations):

• Flatter hierarchy can “overwhelm” employees with decision-making responsibility
• Creative success improves, but commercial success may suffer
• Execution becomes “haphazard” without clear authority structures

Studies on introducing self-management show:

• Key themes: challenges in workload distribution
• Information overload during the transition period
• Difficulty setting priorities without managerial guidance

The Balance Point

The evidence points to a clear pattern:

Initial load is high - learning governance processes requires significant time. The first 6-12 months are cognitively demanding.

Long-term empowerment prevails - for those who stay and adapt. The initial burden pays off.

Not suitable for everyone - personality fit is crucial. People with high openness and self-direction benefit more.

The Practical Implication

Plan for 6-12 months of increased cognitive load during the transition. Check for personality fit. Provide robust support systems for those struggling with autonomy.

The honest message: Holacracy is demanding before it is liberating. Knowing this allows preparation.

Finding 4: Hierarchy Transformation

Central claim: Holacracy does not eliminate hierarchy; it transforms it.

Evidence strength: Strong (14 papers directly on this topic) Distribution: 10 claim elimination, 4 document re-emergence Confidence: High - consistent finding across different methodologies

Elimination Claims

The Mercedes-Benz.io study (23 citations) describes Holacracy as “abolishing traditional hierarchies” and focuses on formal structural changes. The narrative of successful digital transformation emphasizes the break with the past.

These claims are not wrong, but incomplete.

Re-emergence Evidence

A study in Indian healthcare (15 citations) documents:

• Self-managing organizations create “informal hierarchies”
• Expertise-based authority emerges naturally
• Social capital becomes the new currency of power

A communication network study (12 citations) shows:

• Formal structural changes do not eliminate hierarchical communication patterns
• Influence networks persist or re-form
• “Shadow hierarchy” documented in multiple cases

The Nuanced Reality

What changes:

• Formal reporting relationships
• Distribution of decision authority
• Career ladder structure

What persists:

• Influence based on expertise
• Social power networks
• Information asymmetries
• Status differences

The Practical Implication

Frame self-organization as “hierarchy redesign,” not “hierarchy elimination.” Hidden hierarchies can be more problematic than explicit ones. Make influence patterns visible and discussable.

The uncomfortable truth: Hierarchy does not disappear through Holacracy. It changes its form. The question is whether the new form works better than the old.

Finding 5: Adoption and Abandonment Patterns

Central claim: Most implementations succeed, but abandonments reveal critical failure modes.

Evidence strength: Moderate (33 papers) Distribution: 29 successful adoption, 4 documented abandonments Confidence: Medium - abandonment is underreported (survival bias)

Successful Adoption Factors

The meta-analysis of 15 companies identifies:

• Clear organizational “why” for adoption - not just “because it’s modern”
• Leadership models the behavior - no special rules for executives
• Investment in training - not just distributing documentation
• Patient timeline - plan 18+ months to stabilization

Abandonment Cases

Research documents four notable abandonments:

1. Film industry adoption: Agile/Holacracy abandoned due to industry-specific constraints (project work, temporary teams)
2. Startup pivot: Flat structure abandoned when scaling required more coordination
3. Architecture firm: Self-organization incompatible with project-based work
4. Tech company partial rollback: Return to “hybrid model” after challenges

Warning Signs Before Abandonment

Research identifies consistent warning signs:

• Increasing “governance debt” - meetings about meetings, rising process complexity
• Role proliferation beyond management capacity - too many roles, too little clarity
• Departure of key personnel during transition - the most capable employees leave first
• Stakeholder pressure for traditional accountability - external partners demand clear contacts

The Practical Implication

Plan contingency paths. “Hybrid models” are a legitimate outcome. Document your organizational “why” to maintain commitment during difficult periods.

The strategic insight: Not every Holacracy journey ends with complete Holacracy. That is not failure but adaptation.

Research Gaps

Our analysis identifies six significant gaps in current research:

1. Longitudinal Studies Missing

Most research is cross-sectional or retrospective. We know little about how holacratic organizations develop over 5, 10, or 20 years.

2. Financial Performance Metrics Underexplored

Rigorous ROI analyses are rare. Research often measures “soft” factors like satisfaction and engagement, but not hard financial metrics.

3. Failed Implementations Underreported

Survival bias distorts the picture. Companies that abandon Holacracy rarely publish about it. Success stories dominate.

4. Long-term Employee Well-being Unexplored

Short-term empowerment studies dominate. What happens to well-being after years in holacratic structures?

5. Hybrid Models Understudied

Most research treats “full Holacracy” vs. “no Holacracy.” Partial adoption is barely studied.

6. Cultural Context Variation Missing

Most research comes from Western companies. How does Holacracy work in other cultural contexts?

Implications for Practitioners

What do these findings mean for organizations considering or already practicing Holacracy?

For Decision Makers

Before implementation:

• Check cultural readiness, not just interest
• Define a clear “why” beyond trends
• Plan 18+ months to stabilization
• Budget substantial training resources

During implementation:

• Expect increased cognitive load in the first months
• Monitor warning signs (governance debt, role chaos)
• Keep contingency paths open
• Document and learn

Long-term:

• Accept that hierarchy is transformed, not eliminated
• Make informal power structures discussable
• Be open to hybrid models as a legitimate outcome

For HR Leaders

Recruiting: Check personality fit (openness, self-direction) when hiring.

Onboarding: Plan more intensive orientation for new employees in holacratic structures.

Turnover: Expect increased turnover during the transition phase. This is normal.

Support: Offer coaching for employees struggling with autonomy.

For Consultants and Coaches

Expectations management: Be honest about challenges, not just benefits.

Context analysis: Check organizational fit before recommending a framework.

Long-term support: Plan support beyond initial implementation.

Conclusion

This synthesis of 655 academic papers shows a differentiated picture of Holacracy:

Holacracy is not a magic solution. It is a tool with specific strengths and weaknesses that works well in certain contexts and not in others.

Context decides. Cultural readiness, leadership commitment, and industry fit are more important than perfect framework implementation.

Hierarchy does not disappear. It transforms. Successful organizations make this transformation conscious and transparent.

The transition phase is hard. Cognitive load, uncertainty, and turnover are normal. Preparation helps.

Long-term data is missing. We know a lot about the first years, but little about long-term development.

Research does not give simple answers. It gives better questions:

• Not: “Is Holacracy good?” But: “Is Holacracy right for us, now?”
• Not: “Does Holacracy eliminate hierarchy?” But: “What form of hierarchy do we want?”
• Not: “Does Holacracy make us more productive?” But: “What exactly do we want to improve?”

At SI Labs, we have practiced Holacracy for over ten years. Our experience confirms the research: it is demanding, transformative, and not suitable for everyone. It has worked for us. Whether it works for you depends on your context.

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This is part of our series on self-organization. Further articles: Holacracy: A Practitioner’s Guide, How Holacracy Succeeds, Why Holacracy Fails, Holacracy at SI Labs.

This research synthesis is based on the analysis of 655 academic papers on Holacracy and self-organization (2012-2025). The complete dataset and methodology are available upon request.