Collaborative workplaces for innovation in service companies: barriers and enablers for supporting new ways of working

Abstract

The paper aims to provide a systematic overview of the barriers and enablers that contribute to the success or failure of collaborative workplaces initiatives aimed at fostering innovation in service companies. The study is based on semi-structured interviews with innovation managers, human resource managers and facility department executives from a sample of multi-national service companies. Its primary focus is on the workplace initiatives carried out in their Spanish subsidiaries. The paper contributes to the extant research by identifying a conceptual model for collaborative workplaces and by providing a systematic overview of the related barriers and enablers. From the interviews, these factors were organized within a framework usable by practitioners for analysis. This paper is of interest to companies that aim to design collaborative workplace strategies to justify associated investments. It can also provide their managers with guidelines to lead the company in the transition toward new ways of working based on higher employee collaboration and flexibility.

A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being

“…Organisations could also invest in innovative and collaborative technologies to ensure their flexible workers are able to easily maintain knowledge-sharing and social connectivity with their colleagues (Belanger and Allport, 2008; Dery and Hafermalz, 2016; Greer and Payne, 2014; Manca et al, 2018). Instant messaging software can help to mimic brief incidental conversations which normally occur in the office (McAdams, 2006).…”

Interrelatedness between Organizational Culture and Human Resource Management in the Context of Corporate Entrepreneurship

“…There are five research conducted in general which did not apply to one country since it only discusses literature review. Industrial fields that are the subject of numerous studies include the manufacturing sector (Brenk et al, 2019;Zhu, Liu, & Chen, 2018), the service industry (Fernandes, Ferreira, & Marques, 2013;Huang, 2014;Manca et al, 2018), health institutions (Nöhammer & Stichlberger, 2019), educational institutions (Nöhammer & Stichlberger, 2019), specialty in I n P r e s s hospitality (Cheng, et al, 2018;Espino-Rodríguez & Ramírez-Fierro, 2018), technology-based businesses (Jiao, Wei, & Cui, 2010), small and medium-sized enterprises (Saunila et al, 2020), start-ups (Tumasjan, Strobel, & Welpe, 2011), and companies in general (Petti & Zhang, 2011;Song, Li, & Qiu, 2010). Figure 3 provides the overview.…”

Modern Ways of Working: Comparing Results of Two Pilot Studies

“…The classic open-office would be ineffective in this case. Here, a flex-office approach with various types of working spaces or zones, which employees choose based on the task at hand, would be more appropriate (Kelliher & Anderson, 2010;Manca et al, 2018).…”