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Organisations face unprecedented pressures to do more, and better, with less. To prosper, organisations must reduce capital and operating costs and increase flexibility and adaptability, while creating a workplace that helps attract and retain the highest quality of staff and enables them to work to their fullest potential. This paper reports on a recent study of how different types of office solutions, from closed offices and cubicles to team‐oriented bullpens, influence communication patterns, and how these, in turn, affect work effectiveness factors such as decision speed, organisational learning and the building of trust. The findings suggest that, contrary to conventional wisdom, more open team‐oriented environments support work effectiveness of individuals and teams better than do more closed environments such as cubicles. They do this while reducing cost and increasing flexibility. Implications for office planning and design are discussed.

The Ministry of Labour and National Service announces that because of the need for economy in Government expenditure eight of the Ministry's eleven Appointments Offices are to be closed. The Appointments Offices at Birmingham, Bristol, Cardiff, Edin‐burgh, Leeds, Newcastle‐on‐Tyne and Nottingham were closed on June 28. The Liverpool Appointments Office was closed on May 30.

Although the physical environment provides an important context for employees' work, there remain divergent findings regarding how different spatial settings, such as more open or more closed workspaces, impact employees. Employing research on the functions of the physical work environment, we contribute to a growing body of research on employees' interactions with their workspace by developing and measuring the notion of person–space fit (P-S fit). This construct affords examination of the multi-dimensional nature of employees' interactions with their workspaces, to understand how their perceived fit with the key functions of their workspace impacts their experiences and social network activity at work.

We first develop a new P-S fit scale and test its factorial, convergent, discriminant, and incremental validity over other person–environment fit concepts (N = 155). Next, in a naturally-occurring, quasi-field experiment of a workspace change intervention moving employees from predominantly closed workspace to more open workspace (N = 47 pre-move; N = 37 post-move), we examine how changes in both workspace layout and P-S fit impact workers' experiences of their workspaces (needs for task privacy and spaciousness) and collaborative behaviors (social network activity).

Our P-S fit scale consists of theoretically and empirically validated dimensions representing fit with four workspace functions: aesthetic fit; identity fit; instrumental fit; and collaboration fit. Instrumental fit is positively associated with experiences of task privacy, whereas aesthetic fit and identity fit positively associated with experiences of spaciousness, but no forms of fit were related to social network activity. However, the findings show that work-related social network ties tended to decrease, and new ones were less likely to form, in open office spaces.

Contributing to a growing body of research linking person–environment fit literature to workspace design, this study offers a new scale assessing P-S fit and provides some empirical evidence of its importance for understanding the complexity of the employee-work environment interaction.

Purpose – The purpose of this paper is to investigate how business executives perceive and account for their use of paratextual cues as a means of managing their professional impressions in business e‐mails on their smartphone (i.e. BlackBerry, iPhone, etc.) and office computer. Design/methodology/approach – Semi‐structured, audio‐recorded telephone interviews were conducted with a representative sample of 60 business executives from various sectors in Canada. The interviews examined executives' typical ways of writing e‐mails for business purposes, both on their smartphone and office computer. All interviews were transcribed and then analyzed using a mix of quantitative and qualitative analyses. Findings – This study shows how organizational leaders vary their ways of opening and closing business e‐mails when comparing their smartphone to their office computer communication. To account for these differences, they routinely use folk categories that suggest distinctions between formal and informal relationships, internal and external communication, as well as the recipient's identity and their own. Hence, executives are aware of the social meanings inscribed in paratextual cues and even the absence of these cues is frequently used as a cue in itself. Originality/value – E‐mailing is a crucial part of contemporary corporate communications, yet few studies have examined organizational leaders' e‐mail writing practices on their smartphone in relation to their office computer. While executives might seem very task‐oriented in their communication, this study shows that their everyday e‐mail‐writing practices play an important role in the co‐construction of professional identities and relationships.

The purpose of this paper is to propose an applicable solution to help organizations to solve the problem of participation vs privacy in office buildings.

A theoretical model is proposed based on research claims that employees' participation motivated by three issues simultaneously is likely to shape the ideal overall participation map in office layouts. These are organizational, physical planning, and personal characteristics issues. The model was applied to a case study and results were compared with employees' reaction.

Once the model was applied, results revealed misallocation of 63 per cent of staff in their workspaces. Results support employees' reaction towards their dissatisfaction with the level of participation vs privacy they possess in their workspaces.

Each organization could have a different participation map due to variations in organizational and personal characteristics issues. Further research is needed to understand relationships among the three incorporated issues.

The proposed model could be easily applied and would provide organizations with ideal office layouts that would support productivity.

With film sales markets becoming increasingly popular events where the film business gathers several times each year, the purpose of this paper is to demonstrate that they should be understood as events where important gatekeeping process are taking place. That is to say, sales markets are the point where important decisions about films are made, where sales agencies negotiate access to international markets, and where they exert influence over the sort of access given to specific films.

Drawing on qualitative methods such as participant observation and interviews, the author develops a case study of the European Film Market (EFM) in Berlin. The author analyses value creation processes at the EFM, focussing specifically on the disposition of exhibition space and the importance of film screenings.

Drawing on the literature about tournaments of value, the author demonstrates that sales markets endow films with significant values, exercising a powerful role over the process of enabling cultural flow. The author also demonstrates that there is a symbiotic relationship between the EFM sales market and the Berlin International Film Festival, providing a context from which films can generate attention.

The author provides new insights into film sales processes within sales markets, and the role of sales agents in influencing such processes. The author argues that sales markets exert an important influence over gatekeeping by creating social and cultural hierarchies that impact on the sales process of films.

A visual based group decision‐making process used for office layout finalisation is described. While quantitative and computer based models can be used for planning alternative layout plans, considerations of qualitative and personal factors should be given during the layout finalisation phase. The visual evaluation of detailed architectural drawings of alternative layout plans, by a group of the office employees, can result in generating ideas for modifications. These modifications are incorporated in a new plan, which is sketched by a professional office planner. The process of evaluating a sketch for the office plan, generating‐ideas for modifications, analysing the ideas and re‐sketching the office plan results in an effective office layout. This can increase employee morale and productivity. The visual based group decision‐making process was successfully used for layout finalisation of a large engineering office. A detailed description of this case study is given.

This paper aims to compare employee well-being, information flow and relationships with co-workers and supervisors for people working at home and working in different office types before and during the COVID-19 pandemic.

A nationwide study of 2,845 Estonian office workers in autumn 2019 and 2,972 in spring 2020 was carried out.

It was discovered that in normal circumstances, people at home had similar results to those in a cell office or activity-based office. Open-plan offices were found to be the worst in respect to the facets of work studied. However, in the context of the pandemic, the playing field became more level in some respects and worse in the case of activity-based offices.

When telework is well arranged both in terms of facilities and organising the necessary communication and information flow, then it is a viable alternative to working in an office. What is more, employers need to pay more attention to the physical and social work conditions in open-plan offices and also activity-based offices in the context of a pandemic.

Previous studies have only compared telework with working in an office in general. Comparing working at home with different kinds of offices gives valuable insights.

Farm Credit is a major provider of credit to agricultural producers in Oklahoma and nationally. The decision to place a new Farm Credit office reduces borrower search and travel costs and should increase loan volume. The purpose of this paper is to model the new loan volume as function of distance from east central Oklahoma county centroids to Farm Credit offices. The model is then used to predict the impact of placing new offices in underserved areas.

County aggregate new loan volume is regressed on distances to Farm Credit branch and field offices and other variables expected to impact agricultural loan volume. The estimated model is used to predict new loan volume impact of adding additional branch and field offices in counties that did not have these offices. Confidence intervals are used to measure the significance of predicted loan volumes.

Distances from county centroids to both branch and field offices were found to significantly reduce new loan volume. The results were used to simulate the addition of new branch and field offices. The simulation predicted the added annual new loan volume associated with office additions.

Using spatial models, Farm Credit of east central Oklahoma and other agricultural lenders can better plan for expansion (or consolidation). These models indicate counties where annual new loan volume will likely be higher (or lower for consolidation) than other nearby counties. The result can be improved borrower access and system financial performance.

While spatial modeling has been utilized in other sectors, little has been done relative to agricultural credit access and impact on loan volume. The model here explicitly models the impact that distance to Farm Credit offices have on annual new loan volume.