Coworking spaces are shared office environments for independent professionals. Such spaces have been increasing rapidly throughout the world, and provide, in addition to basic business infrastructure, the opportunity for social interaction. This article explores social interaction in coworking spaces and reports the results of two studies. Study 1 (N = 69 coworkers) finds that social interaction in coworking spaces can take the form of social support. Study 2 further investigates social support among coworkers (N = 154 coworkers) and contrasts these results with those of social support among colleagues in traditional work organizations (N = 609). A moderated mediation model using time pressure and self-efficacy, based on the conservation of resources theory, is tested. Social support from both sources was positively related to performance satisfaction. Self-efficacy mediated this relationship in the employee sample, while in the coworking sample, self-efficacy only mediated the relationship between social support and performance satisfaction if time pressure was high. Thus, a mobilization of social support seems necessary in coworking spaces. We conclude that coworking spaces, as modern social work environments, should align flexible work infrastructure with well-constructed opportunities for social support.

Combinations of concentrated work and interactions are facilitated by office environments such as activity-based flexible offices (A-FOs). A-FOs are characterized by activity-based workspaces, an open-plan layout, and desk sharing. Although there is a growing enthusiasm for replacing cellular offices with A-FOs, the effects of such changes on office workers are still unclear. Within this three-wave longitudinal study, we investigated the changes (time lag of 1 and 8 months after the redesign) in perceived need–supply fit, distraction, interaction across teams, and workspace satisfaction during relocation from a cellular office to an A-FO. Moreover, as previous case studies indicated individual differences in the use of A-FOs, we considered participants’ perceived need–supply fit as a moderator indicating an appropriate use of A-FO supplies. We found a linear increase of perceived need–supply fit, a decrease in distraction, and a significant interaction effect where workspace satisfaction and interaction across teams increased more strongly for participants reporting a better perceived need–supply fit.

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Supported by media technologies, today’s employees can increasingly decide when and where to work. The present study examines positive and negative aspects of this temporal and spatial flexibility, and the perceptions of control in these situations based on propositions of self-determination theory. Using an exploratory approach we conducted semi-structured interviews with 45 working digital natives. Participants described positive and negative situations separately for temporal and spatial flexibility, and rated the extent to which they felt autonomous and externally controlled. Situations appraised positively were best described by decision latitude, while negatively evaluated ones were best described by work–nonwork conflict. Positive situations were perceived as autonomous rather than externally controlled; negative situations were rated as autonomously and externally controlled to a similar extent.

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