Creating spaces of learning in academia: fostering niches for professional learning practice

Academic work – something else?

“…Although some types of knowledge work are characterised to have frequent shifts between activities and to need some degree of autonomy (Davenport, 2005), larger universities such as this case are characterised with a greater span of activities, practices and cultures, as presented in the findings. Academic freedom and independence are highly valued in universities, and thus, a recognition that there is a large degree of variation and professional integrity that cannot be decided from above or accepted from below (Wilhoit et al , 2016; MacDonald et al , 2022).…”

“…Universities, who have long-held traditions of individual offices for academic staff, have appeared to be immune to the workplace trends of open offices and activity-based office designs; however, this now seems destined to change (Pinder et al , 2009; Baldry and Barnes, 2012; Berthelsen et al , 2018; Muhonen and Berthelsen, 2020; MacDonald et al , 2022). Increased collaboration, innovation, productivity and flexibility are outcomes that are now also desired in the academic workplace (Muhonen and Berthelsen, 2020).…”

“…This scepticism is linked to the nature of academic work, which involves a wide variety of activities, including teaching, concentrated research, supervision, administrative tasks, attending meetings and more; and for these activities, the cellular office has been considered ideal for academic work, as it allows the users to easily switch between the activities (Macfarlane, 2011; Samson, 2013). Because of these frequent switches in activities, autonomy and control over their work and workplace is highly valued amongst academic staff (Wilhoit et al , 2016; MacDonald et al , 2022). Teaching and research cannot be seen in isolation from each other, as having a close link between research and teaching is considered to be an essential feature in universities; it is also desired by many academics (Teichler et al , 2013).…”

“…Therefore, the physical workplace must be viewed as an important strategic resource, and the workspaces need to be well-functioning and adapted to the users’ needs (Danielsson and Bodin, 2009; Berthelsen et al , 2018). This realisation of viewing the office as a cognitive resource have led many organisations to use their office spaces in new ways with reducing costs, increased flexibility, innovation, collaboration and productivity as desired outcomes (Appel-Meulenbroek, 2010; MacDonald et al , 2022). Many factors can influence how users experience and feel in the workplace; these are the so-called ambient factors.…”