A review of research in activity-based working over the last ten years: lessons for the post-COVID workplace

Abstract

Purpose The purpose of this paper is to map and describe findings from research conducted in workspaces designed to support activity-based working (ABW) over the past 10 years (2010–2020) with a view of informing post-COVID workplaces of the positive and negative attributes of ABW. Design/methodology/approach Scopus was used as the search engine for this review. Papers which reported findings related to ABW and performed field study in ABW workspaces with adult occupants were included. Out of the 442 initial papers, 40 papers were included following iterative title and abstract and full text review process and consideration of inclusion and exclusion criteria. These papers were divided into three groupings (organizational, human and physical environment) based on their major focus. Positive and negative effects of ABW environments on occupants are discussed within these three topics in consideration of the implications for the post-COVID workplace. Findings Although the included studies were inclined to be either more positive (i.e. interior design) or negative (i.e. indoor environmental quality, productivity, distraction and privacy) in relation to various attributes of ABW, no single effect of ABW environments on occupants was in full agreement between the studies. The shortcomings of ABW environments are more related to how this way of working is implemented and how occupants use it, rather than the concept itself. A partial uptake of ABW leads to occupants’ dissatisfaction, lower productivity and lower well-being, while a holistic approach increases the chance of success. It is hypothesised that many currently reported negative aspects of the ABW concept might diminish overtime as ABW evolves and as new challenges arise. A continuous post-occupancy evaluation after relocation to an ABW-supportive environment can inform the organization about the changing needs and preference of the occupants; hence, the organization can tailor the ABW solution to the arising needs. The inter-connection between the three key ABW pillars (organizational, human and physical environment) is crucial to the success of this concept specifically in the context of the post-COVID-19 workplace. Originality/value This paper highlights the key shortcomings and limitations of studies produced over the past decade and identifies keys gaps in the current body of literature. It provides a new insight on how findings related to open-plan offices designed to support ABW can be categorized on the three big heading of organizational, physical and human-related aspects, and further investigates the positive and negatives outcomes reported on ABW under these headings. It also discusses how the findings arising from this literature review can inform the post-COVID workplace.

Changing the Office Design to Activity-Based Flexible Offices: A Longitudinal Study of How Managers’ Leadership Behaviours Are Perceived

“…In addition, the COVID-19 pandemic has pushed many workers away from their offices and into their homes. It can be assumed that this hybrid way of working will prompt organisations to adjust their offices more into activity-based working (ABW) [ 22 ]. However, in the decision-making process about whether ABW should be introduced, the challenges raised by Marzban and colleagues such as unclear rules and policies for flexible working, lack of support for IT facilities, a weak management system, and difficulties concerning communication between subordinates and employers, also need to be considered.…”

“…Three key components are important when implementing AFOs: physical environment, organisation aspects, and human perspectives. For a successful implementation of AFOs, a holistic approach is needed where subordinates are committed to the change and have flexibility to choose how and where to work, and to create a satisfactory physical and psychosocial work environment [ 22 ]. One study has also indicated that it is important that during the implementation of an AFO the manager is perceived to have change-oriented leadership behaviours to avoid productivity loss among employees [ 23 ].…”

Elastic buildings: Calibrated district-scale simulation of occupant-flexible campus operation for hybrid work optimization

“…Such arrangements have been found to lead to increased employee satisfaction in an experiment in China [37] and in a U.K. survey [38]. A review on activity-based work (ABW) found mixed views from workers on the overall experience of working in ABWsupportive environments, but a positive to mixed associations between ABW and job satisfaction, work condition and organizational commitment [39]. Benefits for occupants include increasing overall comfort, choice, and control [40] as well as access to an inspiring work environment [41].…”

“…Given that the push for workspace flexibility precedes the pandemic, remote working arrangements are expected to continue even after the pandemic. There has been a trend towards reducing floor area per person, and many organizations were already implementing shared workspaces [35,36], due to the positive cost-benefits to organizations from a reduced office footprint [39]. 25% of workers in high-income countries are expected to continue remote working either part-time or full-time after the pandemic [42], and the aforementioned survey of U.S. adults found that 54% of employees would want to work from home all or most of the time after the pandemic [43].…”

“…While clearly not part of the scope of the present study, the social implications of such a shift towards a fully flexible workspace allocation are worth keeping in mind. Marzban et al [39] argue that introvert and orthodox individuals not only have a struggle to adapt to this new way of working, but they might also undergo higher levels of psychological discomfort. They also cite previous studies that found several workers in offices supporting activity-based workspaces do not switch frequently their workstations, that is, occupants might have a tendency to reserve desks as their own even in flexible work environments.…”