Abstract
Recently, open office design has witnessed a shift from formalised design models toward the promotion of fun, spontaneity and creativity through design. Using qualitative data from two case studies, we investigate how this 'new spirit' of open and pro-creative office design may afford a broader range of behaviours than originally intended. We argue that it may actually undermine the kind of creativity that it is intended to foster, producing unforeseen forms of employee creativity that normalise rather than disrupt structures and boundaries. Finally, we discuss what implications this may have for the understanding of organisational politics.
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