Further resources/reading on Socio-technical Principles and Participatory Work Design

• Axtell, C., Pepper, K., Clegg, C., Wall, T., & Gardner, P. (2001). Designing and evaluating new ways of working: The application of some sociotechnical tools. Human Factors and Ergonomics in Manufacturing, 11, 1-18. https://doi.org/10.1002/1520-6564(200124)11:1<1::AID-HFM1>3.0.CO;2-6

• Axtell, C., & Holman, D. (2018). Participatory Interventions in Call Centres. In: Nielsen, K. and Noblet, A., (eds.) Organisational Interventions for Health and wellbeing: A Handbook for Evidence-Based Practice. Routledge. https://doi.org/10.4324/9781315410494

• Challenger, R., & Clegg, C. W. (2011). Crowd disasters: a socio-technical systems perspective. Contemporary Social Science, 6(3), 343–360.

https://doi.org/10.1080/21582041.2011.619862

• Clegg, C., Coleman, P., Hornby, P., Maclaren, R., Robson, J., Carey, N., & Symon, G. (1996). Tools to incorporate some psychological and organisational issues during the development of computer-based systems. Ergonomics, 39(3), 482–511. https://doi.org/10.1080/00140139608964476

• Clegg, C. W., Older Gray, M., & Waterson, P. E. (2000). The “‘Charge of the Byte Brigade’” and a socio-technical response. International Journal of Human-Computer Studies, 52. 235-251. https://doi.org/10.1006/ijhc.1999.0287

• Clegg, C. W., Robinson, M. A., Davis, M. C., Bolton, L. E., Pieniazek, R. L., & McKay, A. (2017). Applying organisational psychology as a design science: A method for predicting malfunctions in socio-technical systems (PreMiSTS). Design Science, 3(6), 1-31. https://doi.org/10.1017/dsj.2017.4

• Davis, M. C., Challenger, R., Jayewardene, D. N. W., & Clegg, C. W. (2014). Advancing socio-technical systems thinking: A call for bravery. Applied Ergonomics, 45(2), 171–180. https://doi.org/10.1016/j.apergo.2013.02.009

• Davis, M. C., Hughes, H. P. N., Rees, S. J., Wu, C., Gritt, E., Collis, C., & Fang, L. (2022) Where is your office today? A research-led guide to effective hybrid working. Leeds, UK: University of Leeds. https://futureworkplace.leeds.ac.uk/

• Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499

• Demerouti, E. (2022). Turn Digitalization and Automation to a Job Resource. Applied Psychology, 71(4), 1205–1209. https://doi.org/10.1111/apps.12270

• Government Office for Science. (2022). Systems thinking: An Introductory Scenarios Toolkit for Civil Servants. GO-Science_Systems_Thinking_Toolkit_2022_v1.0.pdf (publishing.service.gov.uk)

• Holman, D., & Axtell, C. (2016). Can job redesign interventions influence a broad range of employee outcomes by changing multiple job characteristics? A quasi-experimental study. Journal of Occupational Health Psychology, 21(3), 284–295. https://doi.org/10.1037/a0039962

• Hughes, H. P. N., Clegg, C. W., Bolton, L. E., & Machon, L. C. (2017). Systems scenarios: a tool for facilitating the socio-technical design of work systems. Ergonomics, 60(10), 1319–1335. https://doi.org/10.1080/00140139.2017.1288272

• Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017). Workplace resources to improve both employee wellbeing and performance: A systematic review and meta-analysis. Work & Stress, 31(2), 101–120. https://doi.org/10.1080/02678373.2017.1304463

• Roodbari, H., Nielsen, K., & Axtell, C. (2023). What Works for whom in which Circumstances? An Integrated Realist Evaluation Model for Organisational Interventions. Scandinavian Journal of Work and Organisational Psychology, 8(1), 1–17. https://doi.org/10.16993/sjwop.171

• Tafvelin, S., von Thiele Schwarz, U., Nielsen, K., & Hasson, H. (2018). Employees' and line managers' active involvement in participatory organisational interventions: Examining direct, reversed, and reciprocal effects on well‐being. Stress and Health, 35, 69-80. https://doi.org/10.1002/smi.2841

• Ullrich, A., Reißig, M., Niehoff, S., & Beier, G. (2023). Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise. Journal of Organisational Change Management, 36(8), 29-48. https://doi.org/10.1108/JOCM-10-2022-0302