The Role of Physical Space in Collaborative Workplaces Hosting Entrepreneurs: The Case of the ‘Beehive’ in Paris

Fabbri, Julie; Charue-Duboc, Florence

doi:10.1057/9781137304094_6

Cited by 17 publications

(18 citation statements)

References 28 publications

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“…The nine-point scale is subdivided into equally, moderately, strongly, very strongly, and absolutely preferred (with the values of 1, 3, 5, 7, and 9, respectively), as well as intermediate values (2,4,6, and 8) [31].…”

Section: Analytic Hierarchy Process Methodsmentioning

confidence: 99%

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Priorities of Coworking Space Operation Based on Comparison of the Hosts and Users’ Perspectives

et al. 2017

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More than 1,180,000 people use several thousand coworking spaces these days, but the running of coworking spaces is a rather fragile business model. Coworking spaces need entrepreneurial sustainability as well. Therefore, this study identifies success factors for sustainable business through analysis of users and hosts' demands and priorities about coworking spaces. To identify the priorities, we conducted a questionnaire survey with 60 hosts and 56 users by using the analytic hierarchy process method. We found that hosts thought community and communication most important, followed by space and interior, service diversity, and price plan, and users considered relationship facilitation the most important, followed by service diversity, price plan, and networking event and party. After discussions with coworking space hosts and users to understand the differences in viewpoints, we combined the results to find the highest priorities. Finally, we identified relationship facilitation, service diversity, and price plan as having the highest priorities for sustainable coworking space operation for both sides. This study has major implications for research into improving management of coworking spaces as it asks users and hosts to select and focus on elements of priority in their decision making for entrepreneurial sustainability and management innovation.

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Section: Analytic Hierarchy Process Methodsmentioning

confidence: 99%

“…Referring to data of the global coworking survey conducted in 2017, people are using 13,800 coworking spaces throughout the world [3]. The new reality is that more and more independent workers are joining this type of workplace instead of a private office, among them are a huge proportion of entrepreneurs [4].…”

Section: Introductionmentioning

confidence: 99%

Priorities of Coworking Space Operation Based on Comparison of the Hosts and Users’ Perspectives

et al. 2017

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“…The seminal experience of the Bauhaus school (Droste, ) highlighted the importance of diverse teams mixing artistic and technical profiles and being located in the design studio, a key space for exchanging visions and knowledge and challenging creative propositions. This is why an important development in design is taking place around “spaces” such as co‐working places, fablabs, and living labs (Fabbri & Charue‐Duboc, ; Magadley & Birdi, ).…”

Section: Design Thinking: From a Problem‐solving Methods To An Innovatmentioning

confidence: 99%

Contributions of Design Thinking to Project Management in an Innovation Context

Mahmoud‐Jouini

Midler

Silberzahn

2016

Project Management Journal

106

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Researchers have long recognized that standard approaches to project management are ill‐suited to address changes in the environment or business needs, particularly in innovative contexts characterized by uncertainty and complexity. Instead of being concerned with the efficient implementation of a deliberate strategy, a project in such a context becomes a process for strategy formulation. Three imperatives for project management arise as a result: managing the explorative phase, managing the involvement of stakeholders in the project, and managing the project in relation to the strategizing process of the firm. We propose that design thinking, a recent evolution in the field of design, can make some important contributions to these imperatives. Design thinking has been highlighted by practitioners as well as academia as a novel methodology that is potentially valuable for improving innovative outcomes, whether they are products, services, or strategies. We examine and articulate these possible contributions through 10 propositions that could form an agenda for future experimentation and empirical research on innovation project management.

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“…Il faut également rassurer sur le professionnalisme du personnel et la qualité des outils et conditions de travail. Le coworker vient chercher un espace de travail, un lieu de travail et une infrastructure (Fabbri et Charue-Duboc, 2013 ;Merkel, 2015). L'organisation spatiale de ces espaces est d'ailleurs une composante importante : s'y articulent open spaces, espaces communs de convivialité, salles de formation, salle informatique, etc.…”

Section: Nouvelles Pratiques De Travail-organisations : Vers Une « Maunclassified

Hybridations salariat-entrepreneuriat et nouvelles pratiques de travail : des slashers à l’entrepreneuriat-alterné

Bohas¹,

Fabbri²,

Laniray³

et al. 2018

TechInn

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ABSTRACT. This article is interested in the evolution of forms of employment and organizations as hybridization employment and entrepreneurship (or employment and freelancing). Through this exploratory research, we wish to share our first grounded reports on this reflection. Our preliminary results are based on fieldwork carried out between November 2014 and November 2016 by the network RGCS (Research Group on Collaborative Spaces) and in particular on: (1) some descriptive statistics stemming from the online investigation led in 2016 on the transformations of work and its spaces; (2) empirical observations based on data collected during the organization of 52 events (workshops, seminars, etc.) in 7 countries and 82 visits of third-places and other collaborative spaces realized in about ten countries. Having replaced in a historical perspective the evolution of work and the forms of employment and having clarified the adopted methodology, we present our reports by distinguishing the individual level of the new working practices of the organizational level. In regards to the individual dimension, we are interested in the forms of employmententrepreneurship hybridization that represent the case of slashers and alternated entrepreneurship. In regards to the organizational dimension, we underline the increasing hybridization between employees and entrepreneurs (or freelancers) within certain types of communities and modes of governance mixing employees, freelancers, and entrepreneurs (excubation, transition, open innovation, new forms of community management) or still in relation with collaborative social movements (more and more imported in an organizational frame).

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The Role of Physical Space in Collaborative Workplaces Hosting Entrepreneurs: The Case of the ‘Beehive’ in Paris

Cited by 17 publications

References 28 publications

Priorities of Coworking Space Operation Based on Comparison of the Hosts and Users’ Perspectives

Priorities of Coworking Space Operation Based on Comparison of the Hosts and Users’ Perspectives

Contributions of Design Thinking to Project Management in an Innovation Context

Hybridations salariat-entrepreneuriat et nouvelles pratiques de travail : des slashers à l’entrepreneuriat-alterné

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