New organisations and new workplaces

Harris, Rob

doi:10.1108/jcre-10-2015-0026

Cited by 35 publications

(18 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Today's technology enables flexibility in terms of where, when and how we can work, and there has been a need to adapt workspaces to these new ways of working [1]. Activity-based workplaces (ABWs) support various characteristics of today's office work and might reduce costs through a more efficient use of office spaces [2].…”

Section: Introductionmentioning

confidence: 99%

Sense of Coherence, Health, Well-Being, and Work Satisfaction before and after Implementing Activity-Based Workplaces

Wijk

Bergsten

Hallman

2020

IJERPH

View full text Add to dashboard Cite

Activity-based workplaces (ABWs) are implemented with possible implications for health, well-being, and work satisfaction in the workplace. Drawing on the theoretical framework, i.e., sense of coherence (SOC), the aim was to investigate how indicators pf SOC—meaningfulness, manageability and comprehensibility—are associated with, or function as barriers or facilitators for, health, well-being and work satisfaction during relocation to an ABW. We followed the implementation of ABWs at the Swedish Transport Administration (2018–2019). Questionnaires were administered before (n = 536), 3 months (n = 409) and 9 months (n = 373) after relocation. Focus group interviews (15) were conducted before and after. Data were analyzed using repeated measures ANOVA and content analysis. Relocation to an ABW was associated with a reduced work satisfaction (physical p < 0.001; psychosocial p < 0.001), and minor changes in health and occupational well-being during relocation (p > 0.001). The reduction in work satisfaction was smaller among employees with high meaningfulness in the relocation process (p < 0.001). All SOC indicators were positively associated with overall health, well-being and work satisfaction (p < 0.001). Interviews suggested that meaningfulness was facilitated by participation in the presented activities and that communication before relocation was crucial. The results indicate that organizations implementing ABWs should promote perceived meaningfulness in the process to mitigate possible declines in satisfaction with the physical and psychosocial work environment.

show abstract

Section: Introductionmentioning

confidence: 99%

Sense of Coherence, Health, Well-Being, and Work Satisfaction before and after Implementing Activity-Based Workplaces

Wijk

Bergsten

Hallman

2020

IJERPH

View full text Add to dashboard Cite

show abstract

“…As one of the important aspects of a CRE portfolio, the office workplace has as well received increasing research attention (Harris, 2016;Haynes et al, 2017). In the past decade, office workplace management has adapted to the changes of various business challenges, including globalisation, consolidation, downsizing, restructuring, streamlining, and technological changes (Gibler et al, 2002).…”

Section: Corporate Strategic Alignments and Office Workplace Managementmentioning

confidence: 99%

A study on office workplace modification during the COVID-19 pandemic in The Netherlands

Hou

Remøy

Jylhä

et al. 2021

JCRE

View full text Add to dashboard Cite

Purpose Triggered by public concerns over office workplace safety during the COVID-19 pandemic, this study sheds light on the office workplace environment and aims to investigate how organisations respond to forces from the external environment (impacted by the COVID-19 pandemic) and how they modify their office workplace management strategically and operationally to suit the stakeholders’ needs and future development in the post COVID-19 period. Design/methodology/approach A desktop study was conducted to provide the framework for the in-depth interviews with five corporate real estate (CRE) managers and three workplace consultants. Thematic analysis including coding technique was adopted to analyse the qualitative data. Findings The findings show that during the COVID-19 pandemic, most of the intended and implemented office workplace modifications are mainly related to two types of risk control: administrative control and personal protection. At a strategic level, organisations react to the external forces by re-modelling their businesses and working towards re-orienting their CRE strategies, such as portfolio transformation, agile portfolio strategies and redesign of the office workplace, etc. Originality/value This is a topical and timely study that presents the general practice of office workplace modification during the COVID-19 pandemic, as well as the related CRE management (CREM) strategies developed for the new normal. The findings obtained through in-depth interviews have well supported the CREM strategic alignment theory. It is foreseen that office workplace management will encounter other challenges due to uncertainties of the COVID-19 pandemic. The findings of this study provide a practical lens to look at the future changes of office workplace environment.

show abstract

“…The transdisciplinary and collaborative work required to develop new products and services calls for spaces that support dynamic interactions on the one hand, and intense, focused individual work on the other (Hua et al , 2011; Coradi et al , 2015). We call it “space variety” or balanced layout, and it is one of the key factors for innovation (Chadburn et al , 2017; Lee, 2016; Harris, 2016; Blakey, 2015). According to Hua et al (2010), meeting rooms of different sizes should be provided to accommodate the various types of meetings that the teams hold, and they should be located near the workstations (Lee, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Open creative workspaces impacts for new product development team creativity and effectiveness

Sicotte

Serres

Delerue

et al. 2019

JCRE

View full text Add to dashboard Cite

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.

show abstract

New organisations and new workplaces

Cited by 35 publications

References 4 publications

Sense of Coherence, Health, Well-Being, and Work Satisfaction before and after Implementing Activity-Based Workplaces

Sense of Coherence, Health, Well-Being, and Work Satisfaction before and after Implementing Activity-Based Workplaces

A study on office workplace modification during the COVID-19 pandemic in The Netherlands

Open creative workspaces impacts for new product development team creativity and effectiveness

Contact Info

Product

Resources

About