Purpose The purpose of this paper is to further explore the relationship between new product development project teams and their workspace regarding the impact of the physical (space variety, indoor environmental quality, large meeting room, workstation) and sociotechnical environments (project commitment, IT environment) on their creativity and effectiveness. Design/methodology/approach The authors gathered data on an enterprise’s ten multidisciplinary teams operating in diverse workspaces by four means: over 40 interviews and four months of observation, secondary data and a survey with 645 responses. Findings For teams co-located on site and abroad, employees express that proximity in open space is paramount even considering the augmented density. The relationship between team effectiveness and team creativity is strong and bidirectional (correlationβ = 0.40****), but the patterns of relationship between these two variables and certain dimensions of the physical and sociotechnical environment are different. There is a positive and direct impact on team effectiveness, but to a lesser degree on creativity which, in turn, positively influences team effectiveness. Moreover, creativity intervenes (mediator variable) between project commitment, satisfaction with large meeting rooms and the IT environment on their relationship with team effectiveness. When the authors added a direct link between the variables and team effectiveness, the model explains 47.1 per cent of the variance. Research limitations/implications The scope of the data is somewhat limited by the time that the company and its teams could allocate to this paper. Practical implications The arrangement of space reinforces employees’ sense of belonging to their team as measured by project commitment which along with satisfaction with the large meeting rooms and IT environment influence both team effectiveness and creativity. Managers could consider these three elements as levers for action. Space variety (or balanced layout) is also a way to support team creativity. Originality/value Even if open spaces are frequently used, the literature on creative spaces is dedicated mainly to an individual. This paper delivers some results and evidence on the concrete and simultaneous impacts of the workspaces on creativity and effectiveness of multidisciplinary new product development (NPD) team.

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Résumé La contribution des banques à la cohésion sociale peut se mesurer à leurs engagements sociaux et communautaires, à leur responsabilité sociale et, notamment, à leur responsabilité en matière d’inclusion sociale. Les banques adoptent-elles une stratégie de responsabilité sociale de façon volontaire ou le font-elles parce qu’elles y sont obligées? Cet article a pour but d’analyser les causes ayant mené les banques à adopter certaines pratiques en matière d’inclusion sociale. Les résultats de la recherche ont démontré que les banques adoptent de telles pratiques surtout parce qu’elles y sont contraintes ou fortement incitées en vertu du cadre légal et institutionnel du pays où elles évoluent. L’adoption de ces pratiques peut être considérée comme une mesure défensive ayant pour but de prévenir la perte de confiance. Dans ce contexte, la question est de comprendre si la légitimité dont la sphère financière peut se prévaloir pour mettre en œuvre de telles actions relevant de l’éthique et de la responsabilité sociale est compatible avec la recherche de la rentabilité. À défaut de concilier rentabilité et responsabilité sociale, il apparaît nécessaire de faire de l’inclusion sociale un élément de la responsabilité juridique des banques plutôt qu’une démarche volontaire de responsabilité sociale par l’adoption de mesures légales obligatoires ou incitatives.

Distribution électronique Cairn.info pour ESKA. © ESKA. Tous droits réservés pour tous pays. La reproduction ou représentation de cet article, notamment par photocopie, n'est autorisée que dans les limites des conditions générales d'utilisation du site ou, le cas échéant, des conditions générales de la licence souscrite par votre établissement. Toute autre reproduction ou représentation, en tout ou partie, sous quelque forme et de quelque manière que ce soit, est interdite sauf accord préalable et écrit de l'éditeur, en dehors des cas prévus par la législation en vigueur en France. Il est précisé que son stockage dans une base de données est également interdit.

Like activity-based workspaces, innovative spaces are deemed to be efficient and flexible, but they are most often called upon to support collaborative and creative team work instead of individual whom sometime will work in a team. Our research objective is to further explore the links between the project team and its space to identify advantages as well as drawbacks and to determine if the company benefits from the adoption of open creative space with diverse collaborative areas. A case study of one world class company with several teams and diverse spaces is in progress.Our results suggest that communication and coordination are well served by open creative spaces without negative impact on employees autonomy but intimacy is jeopardized which, paired with background noise that never stop, can lead to stress at work. This research shows that several elements of open spaces are felt in the same way by a team or by department employees. But a team requires proximity that is essential to the exchange of information and coordination among the members while the lateral and hierarchical relationships are slightly redefined.Building managers needs to understand the percieved message that the individual receives from his organization through the design and allocation of spaces devoted to him and his team: freedom of action, empowerment to innovate or alienation to an environment that he does not control and which reduces him to a means of production until he leaves exhausted? The relationships between the feeling evoked by ambient conditions and their impacts on the individual, his tasks, his colleagues and his team is stronger than we could think. The temperature, the lighting as well as the variety of meeting rooms and their equipment's form a complex whole of which we do not yet know all the impacts on the worker and the teams. Indeed, the diversity of spaces and their equipment fits perfectly into the teams' activities, resulting in a positive synergy in terms of coordination, communication and creativity. Creative spaces deserve their name when it comes to teamwork.