AbstractWe propose a central role for work design in understanding the effects of digital technologies. We give examples of how new technologies can—depending on various factors—positively and negatively affect job resources (autonomy/control, skill use, job feedback, relational aspects) and job demands (e.g., performance monitoring), with consequences for employee well‐being, safety, and performance. We identify four intervention strategies. First, work design choices need to be proactively considered during technology implementation, consistent with the sociotechnical systems principle of joint optimization. Second, human‐centred design principles should be explicitly considered in the design and procurement of new technologies. Third, organizationally oriented intervention strategies need to be supported by macro‐level policies. Fourth, there is a need to go beyond a focus on upskilling employees to help them adapt to technology change, to also focus on training employees, as well as other stakeholders, in work design and related topics. Finally, we identify directions for moving the field forward, including new research questions (e.g., job autonomy in the context of machine learning; understanding designers’ work design mindsets; investigating how job crafting applies to technology); a reorientation of methods (e.g., interdisciplinary, intervention studies); and steps for achieving practical impact.