Considerations influencing relocation

Abel, John D.

doi:10.1108/eum0000000003405

Cited by 1 publication

(3 citation statements)

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“…Productivity is another widely discussed issue; inter alia Haynes ( 2007) has analyzed the impacts of office environment on the employee productivity. Also Morgan and Anthony (2008), Rasila and Nenonen (2008), Dow and Porter (2004), Laframboise et al (2003), Morris (2000), Dohner (1999), Abel (1993Abel ( , 1994 and Williams and Harris (1988a) mention it in their works. Whilst productivity is an economic concept by nature, it does have social dimensions in office work wherein the employees are arguably an essential input of production.…”

Section: Economic Impactsmentioning

confidence: 99%

“…Greenhalgh (2008) and Dow and Porter (2004) mention improvement in morale, thus highlighting the positive possibilities of change. Further, employee satisfaction and well-being have been largely discussed in the literature (Bull and Brown, 2012;Inalhan, 2009;Rasila and Nenonen, 2008;Morgan and Anthony, 2008;Morris, 2000;Dohner, 1999;Manning et al, 1999;Abel, 1993Abel, , 1994. Bull and Brown (2012) identified a high correlation between communication and level of satisfaction towards alternative workspace, a remark which highlights the importance of effective change communication.…”

Section: Social Impactsmentioning

confidence: 99%

“…The notion suggests that it is the joint effect of the impacts that should be focused on, not on individual impacts solely. Van Ommeren and Gutiérrez-i-Puigarnau ( 2011 2008), Rasila and Nenonen (2008), Morgan and Anthony (2008), Haynes (2007), Dow andPorter (2004), Capasso (2003), Laframboise et al (2003), Morris (2000), Dohner (1999), Abel (1993, 1994, Harris (1988a), Workshop (2012) Improved productivity Lower lever of productivity Work productivity Employee productivity orkplace productivity (Changed) organizational agility (2010), Rasila and Nenonen (2008), Dow and Porter (2004), Leishman et al (2003), Mazzarol and Choo (2003), Dabson (2000), Manning et al (1999), O'Mara (1999, Archer (1981) 2008), Dow and Porter (2004), Mazzarol and Choo (2003), Leishman et al (2003), …”

Section: Relocation Comprises Of Two Separate Aspects: What Is Planned and What Really Happensmentioning

confidence: 99%

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Impacts of organizational relocation: a conceptual framework

Christersson

Rothe

2012

Journal of Corporate Real Estate

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Purpose -Relocation is a significant event in the course of an organization's lifetime. The purpose of this paper is to focus on the impacts that relocation has on the relocating organization itself and to identify the economic, social, and environmental impacts of office occupier relocation. Design/methodology/approach -Drawing from the existing literature on impacts of occupiers' relocation, a conceptual framework for modelling organizational relocation impacts is developed. The literature review is done by a systematic review of the ten most relevant journals within the corporate real estate, property, and facilities sector. Findings -Relocation has various impacts including relocation costs, disruption, employee reactions to change, altered lease attributes, and changed environmental footprint. Further, the changes in productivity, employee satisfaction, employee turnover, organizational dynamics, ways of working, commuting, accessibility for external stakeholders, and organizational culture and image are all possible impacts of organizational relocation.Research limitations/implications -The identified impacts are limited to office occupiers' short distance relocations. As the paper is conceptual by nature, there is a need for more empirical research on the impacts of relocation. The framework introduced in the article requires testing with experiences of relocated case companies and accordingly, it is to be developed further. Practical implications -The paper provides central questions that relocating organizations should ask themselves. Originality/value -Using the perspective of the relocating organization, the paper provides insight into the impacts of relocation from the expanded spectrum of Triple Bottom Line of sustainability. The study is of value to corporate real estate researchers and practitioners.

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