Abstract
The field of organization design is changing rapidly, reflecting contributions from managers and diverse organizational consultants. One of the most recent developments is in the design of non‐routine systems. Explores non‐routine systems design from a socio‐technical systems (STS) perspective. Includes a brief discussion of non‐routine systems and an examination of alternative methods for diagnosing and redesigning organizations composed of knowledge workers. The results of two STS case studies provide new learnings and point to special design principles for non‐routine systems. Concludes with implications for both managers and STS consultants interested in management of knowledge workers.
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