| dc.description.abstract | Despite the rapid pace with which the world of work has
been transforming, our concept of work design—the content
and organization of work tasks, activities, relationships,
and responsibilities—has remained remarkably resistant to
change. This shortcoming not only limits our theoretical
understanding of work design but also constrains organ izations' ability to sufficiently adapt to human resource
management (HRM) needs in the new world of work. I
review the principal categories of work design to theorize
about a typology of work design modes and their inher ent HRM configurations. The typology proposes four
ideal-typical modes—organization-defined work design,
self-directed internal work design, formalized external work
design, and self-governing work design—that differ in their
requisite degrees of work interdependence and work auton omy. In a second step, I exemplify the conceptual dimen sions of the typology in relation to three organizations using
the case study as illustrative convention. The typology has
several implications for theory, practice, and future research
on work design and HRM | vi |
