To continue the framework presented in the previous chapter, this chapter examines the influence of four main factors impacting OSC: interaction, interdependence, stability and closure (Nahapiet & Ghoshal, 1998). Results show that team autonomy is sustained by internal collaboration and client implication, by promoting interdependence between roles. Stability is variably perceived—challenged by organisational changes, communication gaps and turnover, but maintained through dynamic structures and transparent leadership style. Closure emerges as both a structural and emotional process, where sometimes employees express a weak attachment to the company, but a stronger bond to the client. The quality of interaction and common values highlight the identification with the organisation, by underlining the importance of openness and continuity to foster long-term commitment.