Hacking organizational space with strategic design: Three Danish case studies on improving interactions, learning, and change management

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper conducts three case studies on how space can be created or modified to pursue organizational strategy. Three distinct strategies were revealed, firstly, space as an organizational meeting place, used by a University campus to create an interactive knowledge station. Secondly, space as a network organization, used by a cultural center to foster community-driven art projects in an historically themed building. Thirdly, space as a cell organization, used by a manufacturing company to develop products privately in partnership with customers. These cases demonstrate the strategic capacity of designed space to elicit improved interactions, capacity for change, and to support learning within organizational settings.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Hacking organizational space with strategic design: Three Danish case studies on improving interactions, learning, and change management", Strategic Direction, Vol. 36 No. 10, pp. 9-11. https://doi.org/10.1108/SD-07-2020-0135