Activity-based Flexible Offices Research Articles

Consequences of implementing activity-based flexible offices in academia: a follow-up study of perceived changes in the physical and psychosocial work environment after relocation

PurposeThis study aims to investigate university staff relocation from multiple separate buildings to a new building with activity-based flexible offices (AFOs) at a University in Sweden. The aim was to assess staff perceptions of the physical and psychosocial work environment and whether there were any changes in these perceptions before and after the move.Design/methodology/approachA mixed-methods design was used, analyzing closed-ended survey data at two time points (T1, n = 169 and T2, n = 160) and open-ended responses (n = 180) at T2.FindingsThe main findings revealed that employees started working more from home and that there were significant decreases in perceptions of the physical and psychosocial work environment, as well as job satisfaction, after the move to the new premises.Practical implicationsA comprehensive analysis of existing work processes, tasks and collaborations is crucial when planning new university premises. The planning process needs to be done in close collaboration with different stakeholders with multiple perspectives.Originality/valueIntroduction of AFOs in an academic setting can lead to negative consequences for occupational health and efficiency.

Relationship between the design characteristics of activity-based flexible offices and users’ perceptions of privacy and social interactions

ABSTRACT Activity-based flexible offices (AFOs) provide a variety of workspaces to meet the need for social interactions and privacy at work. This study investigates the relationship between the design characteristics of AFOs and users’ perceptions of visual and acoustic privacy and social interactions. This case study is based on post-occupancy evaluations in three AFO layouts at a public service organization in Sweden. A mixed-method approach is adopted that combines questionnaires and layout analysis. In general, the results showed that while aesthetics received the highest satisfaction scores, office functionality, task support, storage and visual and acoustic privacy received the lowest ratings. Key design characteristics for AFOs were operationalized, observed and exemplified: zone diversity, proportion, readability, spatial enclosure, sharing ratios and functionality of furniture and tools. These insights may contribute to better-informed decisions about the design characteristics that influence privacy and social interactions in AFOs.

Changing the Office Design to Activity-Based Flexible Offices: A Longitudinal Study of How Managers' Leadership Behaviours Are Perceived.

This longitudinal study examines the impact of office type on employees’ perception of managers’ leadership behaviours, which is an unexplored area. The expanding research related to activity-based flexible offices (AFOs) has mainly focused on employees’ working conditions and health outcomes, not on the changes in leadership behaviours when moving from traditional offices to AFOs. Office workers (n = 261) from five office sites within a large Swedish government agency were included in a controlled study of a natural intervention. At four sites, traditional offices were replaced by AFOs, while workers at one site with no relocation acted as the control. The same employees rated different leadership behaviours in a web-based questionnaire at baseline and at one follow-up. The analyses showed that relocations from cell and open-plan offices to AFOs were clearly related to a decrease in the perception of relation-oriented leadership behaviours. However, coming from open-plan offices to AFOs also decreased the perception of the other leadership dimensions. As expected, the control group was stable over time in their perceptions. This emphasises the need for organisations to provide managers with prerequisites so they can keep up with behaviours that support employees’ performance and health when office designs and ways of working are changed.

Activity-based flexible offices: effects on work-related outcomes in a longitudinal study

A recent popular trend in office re-design is the activity-based flexible office (A-FO). Initially, assumptions about the effects of A-FOs were drawn from research into open-plan offices where lack of privacy, concentration opportunities, and an increase in distractions are identified as main downsides. These aspects have not been explored sufficiently in the context of A-FOs. Using a longitudinal within-subjects design with three measurement times, we focussed on analysing the change in distraction after moving to an A-FO, how distraction-affected important work-related outcomes, and what factors moderated these relationships. Results showed that moving to the A-FO had negative effects on distraction, work engagement, job satisfaction, and fatigue. The negative effects of distraction were more pronounced in situations of increased time pressure and unpredictability. The obtained results highlight the harmful effects of the interaction of work stressors for employees’ motivation and well-being. Practitioner summary: The results of our research provide important insight into how moving to an activity-based flexible office impacts the employees. Besides having quiet zones for concentrated work to avoid distractions managers and leaders should also focus on taking care of work stressors to avoid fatigue and loss of motivation.

Conceptualizing social well-being in activity-based offices

PurposeThe purpose of this article is to aid conceptualization of social well-being at work by identifying its components in a contemporary office context, so adequate measures can be developed to monitor social well-being and to assess the impact of interventions in the workplace.Design/methodology/approachThis study used existing interview data from recent post-occupancy evaluations of two large activity-based flexible offices in the Dutch public sector. Data-driven concept mapping of 182 different employees' statements on social aspects of well-being was used to find communalities in their perceptions.FindingsFrom the data 14 key concepts emerged referring to employees' social needs, reactions to (anti-)social behaviour of others and perceived social affordances of the work environment. Contrary to established theory, social well-being appeared to be a context-bound phenomenon, including components of both short-term hedonic and long-term eudaimonic well-being.Research limitations/implicationsThe findings serve as an inductive source for the further development of adequate measures of social well-being at work. Limitations concern the specific (cultural) setting of the cases and the use of existing data.Practical implicationsPreliminary suggestions for fostering social well-being include change management, participatory design, being alert of the identified risks of activity-based offices and supporting privacy regulation, identity marking and a sense of community, as well as a diversity of informal face-to-face interactions balanced with quiet spaces.Originality/valueThis article contributes to the conceptualization of social well-being in contemporary offices by discussing established social well-being theory and analysing real-world data, using a method novel to management research.

Workspace preferences and non-preferences in Activity-based Flexible Offices: Two case studies

Activity-based Flexible Offices (AFOs) are innovations in workspace design that are being increasingly implemented in organisations. While most studies investigate satisfaction and perceived work support in AFOs, employees' workspace preferences are not addressed in the literature. The aims of this study were to (i) identify workspace preferences and non-preferences in AFOs, and (ii) investigate whether employees’ workstation choices support their activities and align with their preferences. Two Swedish municipalities participated in the study. Data collection involved 27 semi-structured interviews and annotations on architectural drawings. The results showed that the interviewees preferred workstations that were both desirable and functional, and avoided workstations that were undesirable. This was due to functional, social, emotional and symbolic aspects of the workspaces as well as their physical structure and stimuli. The approach used in this paper can be adopted for improving the design of AFOs, thereby mitigating the stress of finding a suitable workstation.

Towards a Positive Psychology of Buildings and Workplace Community:the Positive Built Workplace Environment

Positive psychology has produced useful research findings that can offer insights into the psychological factors that promote flourishing in peoples’ personal life and in workplace settings. However, there has been little work explicitly linking positive psychology constructs to the physical built workplace environment. This paper explores the notion of a positive psychology of workplace buildings and introduces the concept of the Positive Built Workplace Environment (PBWE). We explore the links between the physical attributes of well-designed sustainable contemporary workspaces, performance and well-being and the humanistic values central to the positive organisational enterprise. Given the rise in the use of activity-based flexible offices and coworking spaces this is an area where positive psychology can make important contributions. Using a qualitative case study approach we explore the lived experience of people who work in physical and psychological environments that stimulate and support innovative, agile and collaborative workplace cultures. Five key categories emerged from the interview data: The impact of the physical environment on performance, engagement and gratitude; the role of values-based leadership in extending the utility of activity-based working; expressions of purpose, pride and well-being; issues in making a transition to a new way of working; and how physical spatial change can be a facilitator of corporate cultural change. We present three models that may be of use in exploring the PBWE from a positive psychology perspective: 1) the Positive Built Environment Scale which uses Self-determination Theory as a means of measuring the psychological aspects of the PBWE; 2) an adaptation of Maslow’s Hierarchy of Needs as a psychological framework with which to evaluate the physical aspects of the PBWE; and 3) a theoretical model of the relationships between the constructs in this paper. As the nature and pace of work evolves, we hope that our paper helps further develop our understanding of how to develop positive workplace environments that support organisational and individual development in a sustainable, humanistic fashion.

The influence of cultural dimensions when implementing fun in the workplace approach as a driver of creativity

Creativity is essential for success in business, especially in the contemporary world where innovations are a cornerstone of competitive advantage. A large body of literature has examined many factors which influence creative abilities with the work environment being the factor of increasing importance. Creativity has been associated with the work environment through a number of theoretical frameworks and empirical studies. However, the relationship between the work environment and creativity in different cultures has not been explored sufficiently. This paper addresses this gap in the literature by linking the concept of a creativity-supporting work environment and culture. To that end, elements of the work environment (physical, socio-organisational, and fun in the workplace) and creative personality have been analysed on multinational samples. The results clearly point that the relationship exists between dimensions of the national culture (individualism, uncertainty avoidance, masculinity, and power distance) and specific elements of a creativity-supporting work environment. Practitioner summary: Companies experience high pressure for generating creative ideas. As a result, stimulating employees’ creativity has become a key strategic aim. This study, through cross-cultural primary research, provides clear managerial implications and practical advice for successful implementation and quality adoption of the creativity-supporting work environment worldwide.Abbreviations: A-FOs: activity-based flexible offices; AVG: average; CDQS: creativity development quick scan; CP: creative personality; CPS: creative personality scale; FWP: fun in the workplace; HF/E: human factors and ergonomics; IDV: individualism; MAS: masculinity; MBA: Master of Business Administration; PDI: power distance; PWE: physical work environment; SWE: socio-organisational work environment; UAI: uncertainty avoidance; USA: United States of America; WE: work environment

Activity-based flexible office

Purpose Corporations balancing real estate holding (CRE) costs with recruitment-retention increasingly use activity-based flexible offices (AFO) to right-size environments for a mobile workforce. In this layout, workers have the option to select between a mix of unassigned workstations and alternative work settings (AWS) that support autonomy and mobility. The open layout encourages visibility and access to colleagues to enhance communication and collaboration. Nevertheless, studies into the effects of AFO environment attribute effects on worker needs and work outcome are sparse. Therefore, this study aims to focus on understanding how environmental features and psychological or job needs impact observed and perceived satisfaction, communication, collaboration and perceived productivity. Design/methodology/approach Data were collected in a case organization piloting an AFO before implementation across their CRE portfolio. A mixed-methods approach was used, including systematic observations, space syntax and surveys collecting information on the observed and perceived satisfaction, communication, collaboration and productivity. Findings Collaboration instances were higher in AWS, especially more visible and accessible open areas, supporting higher impromptu interactions and enhanced perceptions of productivity of team members and cross-team members. Privacy requirements linked to a greater demand for enclosed AWS. Team communication satisfaction depended on how easily teams were located. Almost half of the user teams clustered within workstation zones corresponding to territoriality needs. Job autonomy satisfaction depended on the availability of preferred workstation or AWS, enabling private, uninterrupted work that enhanced perceived productivity. Practical implications The case study findings indicated a correlation between the AFO environment and worker needs impacting workplace satisfaction, communication, collaboration and perceived productivity. Originality/value The findings form this case study indicated that a fit between the AFO environment and needs impacted workplace satisfaction, communication, collaboration and perceived productivity.

From fading novelty effects to emergent appreciation of Activity-based Flexible Offices: Comparing the individual, organisational and spatial adaptations in two case organisations

Activity-based Flexible Offices (AFOs) are innovations in workspace design that have been increasingly implemented in organisations in recent years. There are conflicting research results on the long-term consequences of implementing AFOs. This paper investigates the changes (if any) that occur over time, in: 1) employee satisfaction with AFO solutions and perceived work support, 2) ways of working and using AFOs and 3) the AFO solution. Two organisations participated in the study. The data collection involved: (i) semi-structured interviews with 26 employees and (ii) process enquiries involving the collection of secondary data and interviews with facility management teams. The findings indicate that limited options for improving an AFO solution lead to lingering work environment problems. By contrast, modifying the solution through systematic processes based on employee feedback helped resolving the initial problems. Over time, this led to an increased appreciation and a sense of collective ownership of the AFO solution.

Policies in Activity-based Flexible Offices -‘I am sloppy with clean-desking. We don’t really know the rules.’

Activity-based Flexible Offices (A-FOs) are offices with unassigned desks that provide a variety of workspaces. This paper presents desk-sharing and speech rules identified in A-FOs in four Swedish organisations, the emergence of and compliance with these rules, and their consequences for work conditions. Data collection involved 105 semi-structured interviews, document analyses, and observations. The identified rules were: (1) to remove belongings, (2) temporal restrictions on using the same workstations, (3) temporal restrictions on using scarce zones, (4) restrictions on verbal interactions, and (5) restrictions on phone conversations. The cases with extensive user involvement in their planning process had explicit unambiguous rules. A better compliance with rules occurred when (i) the employees were well-prepared and had a unified understanding regarding how and why to follow the rules, (ii) the rules were explicitly communicated and were regarded as easy to follow, and (iii) following the rules facilitated work and improved work conditions.Practitioner summary: Five rules were identified for applying desk-sharing and speech policies in A-FOs. Extensive user involvement resulted in having well-defined and explicitly communicated rules, and prepared employees for how to use the A-FO. Implicit and ambiguous rules led to conflicting interpretations, disregarding rules, and were associated with more negative work conditions.

Relocation to an activity-based flexible office – Design processes and outcomes

Many organizations relocate to activity-based flexible offices (A-FOs) and the results are mixed. This study aims at identifying factors in the design and implementation process that contribute to perceived performance and environmental satisfaction with A-FOs.A company with 50 employees was studied using interviews, questionnaires and documentation before and after relocation. The results showed that process factors such as objectives, financial and time resources, employee participation and empowerment, and methodological approach contributed to the outcomes. Perceived performance and employee satisfaction with the physical environment increased significantly after the relocation. Employee empowerment, highlighted by the employees, correlated with the performance and satisfaction parameters.A conceptual model is proposed relating process factors, internal and external organizational context, and physical office setting to work condition consequences and overall outcomes such as employee performance and satisfaction.

Appropriation of an Activity-based Flexible Office in daily work

In recent years, there has been growing interest in collaborative consumption of office environments and thereby implementation of Activity-based Flexible Offices (A-FOs). Relocating to an A-FO introduces a desk-sharing policy as well as a multitude of new workspaces with different speech policies into the employee’s work context. This paper describes how employees appropriate desk-sharing and speech policies in an A-FO. The data were collected over a period of 6 months in a case organization by means of 18 shadowing sessions. The different ways in which employees appropriated the A-FO solution were (i) adopting, experimenting with, or rejecting the desk-sharing policy, and (ii) modes of interaction arising from spatial configuration and redefining speech policies. The discussion outlines the reasons behind appropriation or nonappropriation of the desk-sharing and emergent speech policies. The insights from this study provide support for organizations considering A-FOs to develop strategies for facilitating individuals’ work in these settings.

Need–Supply Fit in an Activity-Based Flexible Office: A Longitudinal Study During Relocation

Combinations of concentrated work and interactions are facilitated by office environments such as activity-based flexible offices (A-FOs). A-FOs are characterized by activity-based workspaces, an open-plan layout, and desk sharing. Although there is a growing enthusiasm for replacing cellular offices with A-FOs, the effects of such changes on office workers are still unclear. Within this three-wave longitudinal study, we investigated the changes (time lag of 1 and 8 months after the redesign) in perceived need–supply fit, distraction, interaction across teams, and workspace satisfaction during relocation from a cellular office to an A-FO. Moreover, as previous case studies indicated individual differences in the use of A-FOs, we considered participants’ perceived need–supply fit as a moderator indicating an appropriate use of A-FO supplies. We found a linear increase of perceived need–supply fit, a decrease in distraction, and a significant interaction effect where workspace satisfaction and interaction across teams increased more strongly for participants reporting a better perceived need–supply fit.