Make it work! Creating an integrated workplace concept

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. AbstractPurpose -The purpose of this study is to investigate the relationship between organisational flexibility and individual adaptation in the implementation of integrated workplace concepts. The focus is on the interconnectedness between different concepts and organisational aspects, as well as on overcoming challenges to fully achieve the intended ends. Design/methodology/approach -The discussion builds on a triangulated research design including: semi-structured interviews, observation studies and analysis of secondary material in the form of internal evaluation reports and quantitative questionnaire data. Findings -To fully achieve the intended ends, organisational, cultural and managerial aspects need to be aligned with the interconnected workplace concept. To create alignment, the concept also needs to be supported by a process of continual improvement and organisational learning. Research limitations/implications -The case study was conducted in one organisation. Additional empirical research is needed to provide more definite conclusions, guidelines and theories. Practical implications -The findings highlight the importance of applying a socio-material perspective towards implementation and development of integrated workplace concepts. Emphasising change, learning and development rather than standardisation and equality, may, in the end, allow for better concept interconnectedness. Originality/value -The originality of this study lies in the perspective of studying the implementation of integrated workplace concepts from a socio-material perspective, shedding light on employee and managerial adaptation to different interrelated aspects and measures.

Ideas or reality? Flexible space – flexible people?

“…Further, that users' understandings of the concept play an important role in how it is used. Last, this emphasises the need for office design to be adjustable and adaptable by managers and users over time, as has been suggested by other authors (Ekstrand and Hansen 2016;Värlander 2012) As previous studies have shown, processes of social control or social structures that oppose the design intentions can emerge through use in response to negative effects of the office concept or space (Hirst 2011;Värlander 2012). In support of these findings, our study found practices that emerged among users to compensate for unintended consequences.…”

“…In spatial terms, flexible office concepts employ strategies such as open-plan layouts, standardisation, free seating and clean desk policies, and focus on providing varied and attractive spaces for work and teamwork (Van Der Voordt 2004). Integrating an organisational perspective, it has been argued that organisational, cultural and managerial aspects should be aligned in the office concept to ensure flexibility (Ekstrand and Hansen 2016;Skogland 2017) and that the implementation process should aim at reducing user resistance (Brunia et al 2016).…”

Appropriation of an Activity-based Flexible Office in daily work

“…Perceiving an innovation as difficult and complex to use leads to its rejection among users (Davis, 1989;Rogers, 1995). Other complexities identified in the literature on A-FOs concern difficulties to find colleagues and colocate (Ekstrand & Karsten Hansen, 2016). However, due to the high ratio of workstations per employee and the employees' workstation choices in proximity to each other, these complexities neither were observed nor mentioned by the participants.…”

Towards a holistic assessment of employees’ acceptance of innovative workplace designs

“…Since individuals' behavioural responses are limited by their knowledge on how to use the innovation, individual knowledge on how to use the innovation is critical (Hall & Hord, 2015). Assessing employees' knowledge is new in the ABW field but this is an important cognitive response since studies have found that employees lack knowledge in aspects such as the adjustment of their furniture and knowledge on the appropriate uses of certain workspaces (Been et al, 2015;Ekstrand, 2016;Ekstrand & Hansen, 2016;Voordt, 2004b). Similar to existing ABW studies, employees' perceived support for each activity conducted at each workspace also indicates their cognitive acceptance of the ABW (For example, Appel-Meulenbroek et al, 2016;Brunia et al, 2016).…”