Several hydrolases of the SGNH superfamily, including the lipase SrLip from Streptomyces rimosus (Q93MW7), the acyl-CoA thioesterase I TesA from Pseudomonas aeruginosa (Q9HZY8) and the two lipolytic enzymes EstA (from P. aeruginosa, O33407) and EstP (from Pseudomonas putida, Q88QS0), were examined for promiscuity. These enzymes were tested against four chemically different classes of a total of 34 substrates known to be hydrolysed by esterases, thioesterases, lipases, phospholipases, Tweenases and proteases. Furthermore, they were also analysed with respect to their amino acid sequences and structural homology, and their phylogenetic relationship was determined. The Pseudomonas esterases EstA and EstP each have an N-terminal domain with catalytic activity together with a C-terminal autotransporter domain, and so the hybrid enzymes EstA(N)-EstP(C) and EstP(N)-EstA(C) were constructed by swapping the corresponding N- and C-terminal domains, and their hydrolytic activities were compared. Interestingly, substrate specificity and kinetic measurements indicated a significant influence of the autotransporter domains on the catalytic activities of these enzymes in solution. TesA, EstA and EstP were shown to function as esterases with different affinities and catalytic efficacies towards p-nitrophenyl butyrate. Of all the enzymes tested, only SrLip revealed lipase, phospholipase, esterase, thioesterase and Tweenase activities.

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Holacracy, a self‐managing design for organizations, uses the radical decentralization of authority and a lack of a manager‐subordinate relationship. It differs significantly from traditional organizational forms, and in particular, the transformation of the organization from a traditional to a holacratic system brings with it various challenges, especially for employees and teams that need to be resolved, so organizations can realize their potential. This study uses an explorative case study design with 43 qualitative interviews in Swiss holacratic organizations to gain deeper insights into the organizational system itself and especially the path into the holacratic system. We conclude by presenting an overarching model and identifying four different ways to handle the change into the self‐managing organizational design.

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PurposeFirms are challenged by digital transformation, as their organizational design is not up to par. Mercedes-Benz.io, a 100% subsidiary of Mercedes-Benz AG Daimler group, employs Holacracy, a self-management framework that abolishes traditional hierarchies in order to be more responsive to changes. This paper aims to explore how Mercedes-Benz.io utilizes Holacracy in order to address the challenges posed by digital transformation.Design/methodology/approachUsing qualitative expert interviews, the authors show that organizational life becomes more meaningful but also more engaging and demanding. The authors highlight that agile principles can be embedded in the organizational structure, a strong contrast to conventional management design. Decision-making authority and accountability is decentralized toward employees who face operational realities. This fosters commitment but might prolong the decision process. Leadership seems to be fairly contextual, and career paths are fundamentally different; development avenues are rather functional.FindingsThe authors conclude that Holacracy seems suitable for industries where the need for adaptability outweighs the need for reliability. It leads to increased transparency and accountability but is not a ready-made solution and requires ample resources.Originality/valueThis study is one of the first that qualitatively assess the changes, implications and outcomes of organizations that employ Holacracy.

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