Workplace Design: A New Managerial Imperative

Chan, Jeffrey Kok Hui; Beckman, Sara L.; Lawrence, Peter

doi:10.2307/41166380

Cited by 54 publications

(60 citation statements)

References 9 publications

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“…striving for indirect utilities that may be realised after years or even decades later. Even though these viewpoints have been present in traditional architecture too, in practice they have often been trampled by short-term economic goals (Chan et al, 2007). The fact that indirect utilities are taken more seriously in "workplace design" is shown by our interviewees, who told that they accept only assignments where a long-term perspective is included.…”

Section: Groups the Most Important Changes Are The Increase Of Frontmentioning

confidence: 94%

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Elaborating the characteristics-based approach to service innovation: making the service process visible

Gallouj

Toivonen²

2011

Journal of Innovation Economics &Amp; Management

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To cite this version:Faïz Gallouj, Marja Toivonen. Elaborating the characteristics-based approach to service innovation: making the service process visible. AbstractThis paper tackles the issue of how to make the process nature of services more visible in the characteristics-based service innovation model developed by Gallouj and Weinstein (1997). We argue that the invisibility of the service process in the original model has resulted in minor use of the model for detailed-level analyses within individual services. In our supplemented model four new aspects are added: a separate category for the process characteristics, the "front office -back office" division, the customer"s technology and process, and the distinction between direct and indirect utilities. We apply our model in three empirical cases, which depict KIBS, industrial services and consumer services.

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Section: Groups the Most Important Changes Are The Increase Of Frontmentioning

confidence: 94%

“…(Chan et al, 2007) "Workplace design" usually starts with a visioning session with the top management of the client.…”

Section: Case 1: 'Workplace Design' Provided By Architectsmentioning

confidence: 99%

Elaborating the characteristics-based approach to service innovation: making the service process visible

Gallouj

Toivonen²

2011

Journal of Innovation Economics &Amp; Management

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“…It is important to understand the relationship between physical work environments, individual intentions, and personal encounters, because organisations are increasingly adopting physical work environments such as open-plan offices (Brager, Heerwagen, Buaman, & Huizenga, 2000;Chan, Beckman, & Lawrence, 2007;Elsbach & Bechky, 2007) or co-locating different organisations at the same site (Moodysson & Jonsson, 2007;Tallman, Jenkins, Henry, & Pinch, 2004;Yigitcanlar et al, 2008) to facilitate new collaborations across workgroup and organisational boundaries. Yet, most researchers who study open-plan offices make comparisons between workgroups in different offices (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…A recent trend involves organisations adopting physical work environments, such as open-plan offices, to promote collaboration (Chan et al, 2007). Openplan offices are shared rooms where workstations are freely arranged in groups and where there are no walls and minimal barriers between desks (Bodin- Danielsson & Bodin, 2008).…”

Section: Introductionmentioning

confidence: 99%

Collaboration in open-plan offices

Irving¹

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“…Stage 1 identifies cellular space and the trend moves up to Stage 5, which is a full non-territorial environment (see Figure 1). Chan et al (2007) argue that the workplace design has become a new managerial imperative due to work becoming increasingly knowledge based and dependent on social skills. In this respect, Allen's et.…”

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confidence: 99%

Implementation of a local authority workspace strategy in the UK

Giddings

Ladinski²

2016

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Purpose This paper aims to examine the implementation of a workspace strategy within Gateshead Metropolitan Borough Council. It identifies the efficiencies that were achieved through the increase in office workspace numbers, as well as the associated advantages of locating more people within the Civic Centre. Equally, this study examines the users’ perspective. Design/methodology/approach A survey was carried out in 2013, with Property and Design Services as a sample Council Department, to identify employees’ level of satisfaction with the implementation of the strategy. A paper-based questionnaire was handed to all participants. The primary comparison was their experience before and after changes to the workplace. Findings The results show that government targets for office space utilisation have been exceeded, thus supporting more efficient property asset management. The research has also established that the employees are generally satisfied with their new workspace. Research limitations/implications The issues are whether the reduced space per person can be mitigated by the design, and whether efficiency gains can be introduced without adversely affecting the users’ perception of their workplace. Practical implications The findings can guide future trends within the Council, as well as informing the implementation of similar workspace strategies in other organisations. Originality/value The originality of the study lies in a workspace strategy where the responses of users were taken seriously. Despite some concerns about distractions and lack of privacy, the employees responded that their overall satisfaction, and perceived productivity were unaffected by the strategy and reduced space per person.

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Workplace Design: A New Managerial Imperative

Cited by 54 publications

References 9 publications

Elaborating the characteristics-based approach to service innovation: making the service process visible

Elaborating the characteristics-based approach to service innovation: making the service process visible

Collaboration in open-plan offices

Implementation of a local authority workspace strategy in the UK

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