<p>This systematic literature review highlights the growing global interest in self-managed organizations (SMOs), with significant contributions emerging from the United States and the European Union—particularly from Arizona State University and Nyenrode Business Universiteit. Prominent scholars such as Charles Manz and Susan G. Cohen have shaped the theoretical and empirical foundations of this field. The findings indicate that SMOs enhance job satisfaction, commitment, and performance by fostering autonomy, shared decision-making, and a sense of ownership among employees. However, challenges persist in implementation, including resistance to change, complexity in decision-making, and leadership gaps. Drawing on Peter Senge’s Learning Organization Framework, the review identifies best practices, including clarifying roles, co-creating shared visions, fostering transparency, promoting continuous learning, and reinforcing accountability. It concludes by underscoring the need for future research on the long-term effectiveness of SMOs, the evolving role of leadership, and the influence of technology and cultural contexts on self-management practices.</p>