A large body of research has emerged on the effective implementation of self-managing work teams (SMWTs). However, virtually all of the research has been conducted in manufacturing settings. This article draws upon the authors’research on SMWTs in two service organizations: an insurance operation and a telecommunications company. The authors focused on two research questions: First, they examined the relationships among different dimensions of SMWT effectiveness. Second, the authors explored the key success factors for SMWTs in a service context. They found that the different dimensions of SMWTs’effectiveness do not reinforce one another and are largely unrelated, and that creating an employee involvement (EI) context, work design, and team characteristics were important predictors of SMWT effectiveness. Surprisingly, team leadership was not important for SMWT effectiveness; in fact, sometimes, team leadership was negatively related to effectiveness.
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