Between interdependence and autonomy: Toward a typology of work design modes in the new world of work
Palabras clave : 
Autonomy
Human resource management
Interdependence
New world of work
Work design
Fecha de publicación : 
9-feb-2023
Editorial : 
Wiley
Proyecto: 
info:eu-repo/grantAgreement/MINECO/Proyectos de I+D dentro del Subprograma Estatal de Generación del Conocimiento (2015)/ECO2015-68272-P/ES/IMPULSORES Y BARRERAS DE LA COLABORACION EN EL TRABAJO: UN ESTUDIO LONGITUDINAL Y MULTI-NIVEL DE FACTORES RELACIONALES, TEMPORALES Y CULTURALES
ISSN : 
1748-8583
Nota: 
This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License
Cita: 
Reiche, B. S. (2023). Between interdependence and autonomy: Toward a typology of work design modes in the new world of work. Human Resource Management Journal, 1– 17. https://doi.org/10.1111/1748-8583.12495
Resumen
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 organizations' 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 inherent 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 autonomy. In a second step, I exemplify the conceptual dimensions 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.
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