New Ways of Working: Chances and Challenges for Trust-Enhancing Leadership

Romeike, Philipp Daniel; Wohlers, Christina; Hertel, Guido; Schewe, Gerhard

doi:10.1007/978-3-319-28059-2_9

Cited by 5 publications

(4 citation statements)

References 65 publications

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“…Future research should explore such positive effects of A-FOs on leadership. It might be possible that in A-FOs supervisors are forced to change their leadership behavior, since exercising control is less possible in A-FOs due to less visibility of employees ( Romeike et al, 2016 ), in a way that they trust, support, and coach their employees, which has been shown to be positively related to employees’ satisfaction and performance (e.g., Ellinger et al, 2003 ). Furthermore, besides A-FOs’ working conditions influencing leadership, the other way around is also possible, i.e., leadership might also have an impact on A-FOs’ working conditions and especially how they are perceived by their followers, as addressed in adaptive structuration theory ( DeSanctis and Poole, 1994 ).…”

Section: Discussionmentioning

confidence: 99%

Longitudinal Effects of Activity-Based Flexible Office Design on Teamwork

Wohlers

Hertel

2018

Front. Psychol.

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This three-wave longitudinal interview study (time lag: 12 and 18 months) investigates the impact of working in an activity-based flexible office (A-FO) on processes within and across teams (i.e., communication, trust, cohesion, and collaboration) and team management. Based on a new theoretical framework on benefits and risks of A-FOs (A-FO-M; Wohlers and Hertel, 2017), we conducted interviews with 25 employees of an in-house training institute who recently switched from single cell or shared offices to an A-FO. The A-FO consisted of a main open-layout environment without assigned workstations and provided additional working zones appropriate for specific work activities. According to the A-FO-M, A-FO features are expected to alter visibility and proximity of employees compared to office environments with assigned workstations. Altered visibility and proximity, in turn, should be related to team processes, such as communication. The interview material was analyzed using qualitative content analysis. This textual analysis procedure revealed that the interviewees reported that inter-team collaboration improved while working in the A-FO. Reasons that were mentioned for this positive effect were more contact, communication, collaboration possibilities (joint project work), and trusting relationships. However, interviewees also reported negative effects, such as that teamwork suffered due to less communication and cooperation. Along with that, especially ensuring team cohesion and communication among team partners were the most often mentioned challenges for management since team members were spatially dispersed within the office building. Theoretical and practical implications, such as assigning additional team areas to support teamwork, as well as recommendations for future research are discussed.

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Section: Discussionmentioning

confidence: 99%

Longitudinal Effects of Activity-Based Flexible Office Design on Teamwork

Wohlers

Hertel

2018

Front. Psychol.

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“…Why is office design important? As Kingma and others noted [1,19,28,34], "Increasingly, global competition, the war for talents, the introduction of new technologies, and the greater focus on sustainability-among other factors-are changing how companies plan for and develop their workplace strategies and how different industries develop services to support them. "…”

Section: The Big Picture: Business/organizations Work and Workplacementioning

confidence: 99%

“…Researchers agree that "remote working is not a reality for all organizations or roles, and there are still many employees who have the option to work remotely but choose not to do so. The traditional office provided by employer is still alive even as remote working becomes more commonplace" [4,8,24,27,32,34,35,39].…”

Section: Facilities Employees and Managementmentioning

confidence: 99%

The Modern Workplace in Service Management: Possibilities, Realities, New Ways of Working

Kalve

2020

Innovation in Sustainable Management and Entrepreneurship

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The role and share of service management in modern business is steadily increasing. The concept of a modern workplace is an important part of effective business processes and is related to the strategy of an organization. Workplace role is changing, with technology making it possible for employees to work not only from the organization's own work spaces but also from other, employee chosen and more convenient or appropriate spaces. Looking at the service industries from a strategic perspective, when it comes to the organization and leadership, it is important to include the office design aspect. What should such an office look like? What is an effective and optimal office today? What is used to determine this, what considerations need to be made? This article is the first part of larger research and its purpose is to compile the base theoretical information and research results regarding various modern workplace aspects and new ways of working, as well as demonstrate the results of a minor initial pilot research. Findings: aspects that require attention in further research have been identified, and the results of the author's pilot research have been compared to theory on the subject.

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“…Two trends may explain this unfortunate record, with both trends ramping up since the outbreak of COVID‐19. First, upward shifts in the volume of remote work arrangements necessitate new approaches to understanding and facilitating trust between co‐workers because, compared with traditional work environments, remote environments tend to provide less social and contextual information, which makes trust building and maintaining, challenging (Lu et al, 2017; Romeike et al, 2016). Related, the past decade has witnessed shifting away from traditional, primary life‐long career paths, toward more dynamic career schemes, with employees more often moving between jobs and looking beyond local job markets (Papavasileiou, 2017).…”

Section: Introductionmentioning

confidence: 99%

Trickle‐down effect of organizational trust on co‐worker trust: The moderating role of cultural dissimilarity and relationship length

Nienaber

Holtgrave

Biron

et al. 2022

European Management Review

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The COVID-19 pandemic has accelerated trends of globalization and digitalization, making geographically dispersed teams a common practice in firms. Despite benefits derived from the members' diversity, such teams are also prone to trust deficiency. Advancing prior research, this study focuses on links between multiple referents of trust. We draw on halo and priming effects to suggest that employees' trust toward their organization could trickle-down to trust in their co-workers. Moreover, we highlight the moderating role of cultural dissimilarity and relationship length. Analyzing 317 relationships between Turkish employees and their coworkers of Turkish and German cultural background, we present evidence for a trickle-down effect of organizational trust on trust in co-workers. We also find that the trickle-down effect of trust is stronger when cultural dissimilarity is high than when it is low, suggesting that trust in the organizations may outweigh cultural barriers that could hamper trust between co-workers. K E Y W O R D S cultural dissimilarity, relationship length, trickle-down effect, trust in co-workers, trust in organizations

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New Ways of Working: Chances and Challenges for Trust-Enhancing Leadership

Cited by 5 publications

References 65 publications

Longitudinal Effects of Activity-Based Flexible Office Design on Teamwork

Longitudinal Effects of Activity-Based Flexible Office Design on Teamwork

The Modern Workplace in Service Management: Possibilities, Realities, New Ways of Working

Trickle‐down effect of organizational trust on co‐worker trust: The moderating role of cultural dissimilarity and relationship length

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