Work transformation: integrating people, space and technology

Robertson, Ken

doi:10.1108/02632770010349600

Cited by 29 publications

(26 citation statements)

References 1 publication

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“…Prior to the transition, the in-depth development process, as recommended by Hassanain (2006), secured development of an integrated workplace concept where the different spatial, technological and work-process-related aspects, as also suggested by Robertson (2000), supported each other. At the time of the study, issues such as standardisation of space and equipment, as well as adherence to the clean-desk principle, supported flexible working practices and the intended ends.…”

Section: Discussionmentioning

confidence: 99%

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Make it work! Creating an integrated workplace concept

Ekstrand

Hansen

2016

JCRE

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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.

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Section: Discussionmentioning

confidence: 99%

“…We have used the framework by Robertson (2000) to illustrate the different concept aspects, measures and goals (Figure 1). …”

Section: Physical Technological and Work-process Measures And Stratementioning

confidence: 99%

Make it work! Creating an integrated workplace concept

Ekstrand

Hansen

2016

JCRE

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“…Allen and Henn (2007) furthermore state that all organisations operate within spatial environments, and most spatial environments have an organisational level. This is why all change management should incorporate the organisational as well as the physical and technological level (Chilton and Baldry, 1997;Robertson, 2000). Building on Lefebvre (1991)'s view that social change is dependent on spatial change, Kuttner (2008) argues that effective organisational change cannot be achieved without a parallel change in the physical workplace.…”

Section: Introductionmentioning

confidence: 99%

Change your space, change your culture: exploring spatial change management strategies

Ekstrand

Hansen

2017

JCRE

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The aim of the article is to explore use of, and challenges associated with, spatial change management strategies. This is done through a discussion on how spatial environments may be utilised to effect organisational change. The intention is to provoke new thinking on physical change initiatives and to challenge the often highly deterministic view regarding effects of contemporary workspace concepts. Design/methodology/approach: The article is structured as a case study based literature review, drawing on literature from the fields of environmental psychology, organisational branding, corporate real estate and facility management-as well as organisational change management. Findings: The study indicates that space management strategies may fail due to lack of understanding of how organisational events and other contextually specific aspects correlate with the physical change initiative. Succeeding with the spatial strategy therefore requires a strong focus on socio-material relationships and employee meaning making process during the spatial change process. Originality/value: Contrary to the traditional and rational focus on functional space management strategies, the article takes a socio-material approach suggesting that there is a need for more empirically based research into the meaning making process and the role of human and organisational practices in the construction of new workplace concepts. Focusing on how organisational members understand and 'make use of' spatial environments may substantially improve organisations' and building consultants' abilities to strategically manage the physical change initiative and achieve the intended ends.

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“…This work facility has benefits in the future and the age or useful life is relatively permanent. Work facilities as a tool or means to help employees more easily complete their work and employees will work more productively (Robertson, 2000;Roelofsen, 2002). An employee or worker cannot do the work assigned to him without a work tool.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Work Facilities on Employee Performance at the Regional Financial Management Agency Secretariat Section of South Sulawesi Province

Pratiwi¹,

Jamaluddin²,

Niswaty³

et al. 2019

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Adequate work facilities with suitable conditions that are well maintained and will help smooth the work process in an organization. This study aims to determine the use of work facilities, on the performance of employees in the section of the Regional Financial Management Agency Secretariat of South Sulawesi Province. Therefore, to achieve these objectives researchers used data collection techniques with observation, questionnaires, and documentation with a population of 35 people. While the data analysis techniques used are descriptive statistical analysis using percentages and for inferential statistical analysis techniques using data normality tests, product moment correlation analysis, and simple linear regression analysis. The results of the study indicate that the work facilities in the section of the South Sulawesi Provincial Financial Management Agency Secretariat are in a good category, in terms of indicators: machinery and equipment, infrastructure, work equipment, land, and buildings. For the quality of employee performance in the section of the South Sulawesi Provincial Financial Management Agency Secretariat in a good category, which is viewed from: quality, quantity, timeliness, effectiveness, and independence. Based on the product moment correlation test analysis, there is a positive and significant influence on the use of work facilities on the performance of employees in the section of the Regional Financial Management Agency of South Sulawesi Province at 17.00%, stated to be accepted with a moderate level of influence. From the results of simple linear regression analysis shows that there is an influence of work facilities on employee performance in the section of the Regional Financial Management Agency Secretariat of South Sulawesi Province.

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Work transformation: integrating people, space and technology

Cited by 29 publications

References 1 publication

Make it work! Creating an integrated workplace concept

Make it work! Creating an integrated workplace concept

Change your space, change your culture: exploring spatial change management strategies

The Influence of Work Facilities on Employee Performance at the Regional Financial Management Agency Secretariat Section of South Sulawesi Province

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