Each dimension is grounded in organizational research:

• Decision-making. Those close to the work decide better: authority should follow the situation, not rank (Mary Parker Follett, “law of the situation”); value creation flows inward from the periphery (Niels Pflaeging, Org Physics).
• Autonomy. Deciding your own approach and means is a basic psychological need and a driver of intrinsic motivation (Deci & Ryan, Self-Determination Theory); every approval loop is also a queue (Lean, Reinertsen).
• Coordination. Good flow needs lean interfaces, not alignment overhead: well-cut team interfaces and open information beat status meetings (Team Topologies; McChrystal, “shared consciousness”).
• Market pull. Value emerges when the market pulls, not when a plan pushes (Lean pull, Taiichi Ohno); the only valid purpose of a business is to create a customer (Peter Drucker).
• Hierarchy & safety. Whether people openly disagree and learn from mistakes is the best-evidenced factor for team performance: psychological safety (Amy Edmondson; Google, Project Aristotle) — and driving out fear (W. E. Deming).