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.
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.
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.
The case study was conducted in one organisation. Additional empirical research is needed to provide more definite conclusions, guidelines and theories.
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.
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.
Ekstrand, M. and Karsten Hansen, G. (2016), "Make it work! Creating an integrated workplace concept", Journal of Corporate Real Estate, Vol. 18 No. 1, pp. 17-29. https://doi.org/10.1108/JCRE-10-2015-0031Download as .RIS
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