Supporting mobile worker networks: components for effective workplaces

Abstract

Purpose -To better understand mobile work and the lives of mobile workers from the employee perspective and to identify aspects of mobile work that are working well or could be improved. Design/methodology/approach -A survey of 557 respondents involved in mobile work, including managers and workers. Questions focused on how mobile workers identify roles and communicate socially/professionally; how they use space, technology, and collaborative tools; and how they feel about mobile working. Findings -Identifies the workplace needs of mobile workers. Gaps in mobile workers' stated activities and work patterns are revealed in relation to current thinking about workspace utilisation. Considerable employee disenchantment suggests that office design is not supporting the new roles mobile workers are asked to fulfill. Research limitations/implications -This report summarises the findings of the first phase of a multi-year research study which included 557 mobile worker respondents representing 84 world-wide organisations. Practical implications -Demonstrates the need to reconfigure physical infrastructure to support the rapid changes in business practices, such as mobile, flexible, and collaborative work. Results are useful to managers under pressure to make better use of existing resources, free up space, or grow without adding space. Originality/value -The first multi-year study of global mobile workers. Research has rarely examined the roles mobile workers play, the professional interactions they need to conduct, and differences in their output. Recent applications of network analysis in organisational settings have revealed that different roles can have very different needs for support of mobile work. Providing the necessary infrastructure by evaluating mobile worker roles creates new business opportunities and transforms the provision of space and services.

Intelligent business transformation through market‐specific value network analysis: Structured interventions and process bootstrapping in geomarketing

“…This research helped identify product innovation and specified key roles responsible for delivering value within the relevant network of stakeholders. Similar results with respect to understanding roles stem from a case study (Venezia & Allee, ) in the field of mobile workers. In that study, 557 participants were asked to describe roles and transactions in their work, specifying a value network.…”

Looking for people, places and connections: hindrances when working in multiple locations: a review

“…One of the challenges is that mobile workers have problems navigating and connecting with their colleagues for collaboration when they are in the building or in a large open‐plan office (Bosch‐Sijtsema et al ., ). Venezia and Allee () as well as Bosch‐Sijtsema and her colleagues () suggest that the company office space design often does not meet the mobile workers' needs. For example, the use of mobile desks in an open‐plan office supports only collaborative communicative tasks, not the individual tasks of all knowledge workers.…”

“…Even while working at their main workplace, mobile workers do not always know when they have access to the technologies and documents necessary for them to conduct their work. The results clearly indicates that companies are not providing sufficient technological support for mobile workers (Venezia and Allee, ) and that there are some ICT policy and compatibility issues that hinder the mobile worker (Vartiainen and Hyrkkänen, ).…”

The Virtual Reality of Work - How to Create a Workplace that Enhances Well-Being for a Mobile Employee

“…With small size you inevitably choose small displaysand visual difficulties. (Axtell et al, 2008;Brown & O'Hara, 2003;Felstead et al, 2005;Hislop & Axtell, 2009;Mark & Su, 2010;Perry et al, 2001;Perry & Brodie, 2006;Vartiainen & Hyrkkänen, 2010;Venezia & Allee, 2007. ) Noisy physical environments may disturb and interrupt concentrated working in virtual reality.…”

“…Some of the connectivity problems are derived from the limited skills of mobile workers in employing virtual settings and infrastructure (Hallford, 2005;Mann & Holdsworth, 2003;Mark & Su, 2010;Perry & Brodie, 2006;Vartiainen & Hyrkkänen, 2010;Venezia & Allee, 2007). Time constraints and tight schedules of mobile employees together with timeconsuming downloads of connections and programs also make it unreasonable to start virtual work (Axtell et al, 2008;Brown & O'Hara, 2003;Breure & van Meel, 2005;Mark & Su, 2010;Perry et al, 2001;Perry & Brodie, 2006).…”