Between interdependence and autonomy: Toward a typology of work design modes in the new world of work

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