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The aim of the study is to test the integrated model involving work stress, office clutter and employee performance with the moderating roles of training and self-discipline (SD) after the re-opening of the banks after the COVID-19 wave.

The study used 333 respondents from banking industry, whose responses were recorded using a closed ended questionnaire. The authors used partial least square path anaysis to analyze the data.

Work stress significantly increases office clutter, which harms the employees’ performance. Moreover, SD and training significantly improve employees’ performance by reducing work stress and thereby office clutter. There are various mechanisms through which both these factors reduced stress and office clutter.

The employee’s performance can be enhanced with lower levels of office clutter. The office clutter can be managed through having lower levels of stress and providing people with training and inculcating SD among them. A greater understanding of the factors that count toward office clutter might help bank managers and employees to address the issues related to their performance.

The authors have proposed a new framework involving conservation of resources theory for the employees’ performance. They posit employees’ performance is an organizational resource, which can be conserved as well as enriched both by employers and employees through their own contribution.

To show how the Mona School of Business, University of the West Indies, Jamaica can move towards a less paper environment.

A lterature review as well as questionnaire was used, with the questionnaire being the primary research tool. The articles for the Literature Review ranged from 1999‐2003 and were looked at to give a general idea of what is currently being published on the subject. The questionnaire was administered among all levels of staff and structured so as to get feedback as to how best the less paper environment could be incorporated into the organization.

Most members of staff were familiar with the concept of the less paper environment and were convinced that this could be a positive move for the organization.

The paper provided ground work for the Mona School of Business to transform the organization into a less paper environment.

This study aimed to explore knowledge, attitude, behavior and causes of sedentary behavior (SB) among office workers and guidelines for active office intervention.

The study was comprised of a survey and an interview. In total, 39 nonacademic office workers responded to the Past-day Adults Sedentary Time-University (PAST-U) and workplace sitting break (SITBRQ) questionnaire to measure SB level, sitting bout, frequency and duration of sitting interrupted in 1 h and in whole working hours. Eleven executives and staffs participated in in-depth interviews to understand knowledge, attitude, behavior and cause of SB and guidelines for active office intervention.

Participants commonly spend most of their working time in SB (383.85 ± 93.03 min or 6 h 23 min). The interview indicated that at an individual level, participants lack knowledge and understanding of SB. The most common causes of SB are huge workload, personal characteristics and the weather. At the organizational level, there is no policy, no support from colleagues or organizations, while the physical environment is not conducive to reducing SB.

The outcomes of the study are used as basic information and guidelines for establishing an active office intervention in accordance with the culture and context of Thai society. There have been studies in Thailand that examine SB but no studies that have been conducted to study basic information on knowledge, attitudes, behaviors and causes of SB to be used in planning active office intervention to reduce SB.

The aim of this paper is to demonstrate the role the behavioural environment plays in office productivity.

The paper reviews the literature from the occupier perspective. This approach enables a greater appreciation of the social context of offices. The review establishes the need to link work process with the office environment. It identifies the need to understand how occupiers make sense of space through personalisation. The balance between the positive interactions in the office and negative distractions are explored.

The review of the literature reveals that by adopting the occupier perspective potential tensions can be identified between individual, private and team‐based collaborative work areas. These tensions can have an impact on the office occupier's productivity.

This paper establishes that to ensure office environments are designed for optimum productivity; consideration needs to be given to the role of the behavioural environment. Office environments need to be designed to enhance collaboration, whilst at the same time ensure individual private work is not compromised.

Personalization and the non‐territorial office seem to be contradicting concepts. It is generally accepted that it is not possible to personalize workplaces in environments where no fixed individual workplaces are allocated. However, people seem to have a human need of personalization. Personalization can be done in different ways and for different reasons. Based on a literature review and a qualitative case study at a Dutch governmental organization, the purpose of this paper is to explain why and how personalization occurs in environments where non‐territorial office concepts are introduced.

Qualitative interpretative research design, in which literature study, document analysis, observations and talking, and interviews are combined, to understand the actor's perspective and behavior in the non‐territorial office of organization X.

Conclusions of the study indicate personalization to be a relevant factor for consideration when implementing a non‐territorial office design: when objects are prohibited to personalize your work environment, people seek several additional ways to make the environment familiar and comfortable for them and to mark their identity in the organization.

Access to organization X went via top management, which makes it possible that the position of the independent researcher was not clear to people. The research took place in three months, but not full time. Missing important behaviors is amongst possible consequences for the findings. Since this is one case study, further research is recommended.

Balanced decisions and rules between organizational policy and human needs help the acceptance of own workplace lost in non‐territorial offices.

Personalization is a well‐researched subject; as applied in non‐territorial offices, it is not well researched yet. This research paper suggests that aspects of emotion and psychological need should be considered as well in the development of a non‐territorial office.

The purpose of this paper is to evaluate the impact office layout has on office occupiers' productivity.

The paper evaluates the literature that claims to make a linkage between the office layout and the effect on office occupiers' productivity. Two main themes are developed. First, the literature that links office layout to work patterns is evaluated, and second, the open‐plan office vs cellular office debate is developed.

The review of the literature reveals that the connection between the three major components of office layout, office occupiers' work patterns and productivity is not clearly established.

The paper establishes that there is a requirement to link together office layout to the work patterns of office occupiers. It is only when the connection is made between the office layout and the office occupiers' work patterns that productivity gains can be achieved. To support the different work patterns undertaken, the facilities manager can create office environments that consist of a balance between private space and communal shared space. The amount of balance will be very much dependent on the mix of the work patterns in the office.

In 1923 Mustafa Kemal Atatürk marked the beginning of the Turkish Republic by relocating the national capital from Istanbul to Ankara. As a consequence, the new Republic transferred the locus of political power from the traditional site of Byzantium/Constantinople/Instanbul to a relatively undeveloped site of some 30,000 inhabitants closer to the geographical centre of modern day Turkey. In 1995 Utility Co moved its headquarters some fifteen miles from Alphaville to Betaville. The 800 or so staff affected have subsequently been moved from a building inherited from a public utility to a building purpose‐built for the privatised successor.

This paper aims to reassess the marketing strategy of Britain’s Big Four railway companies during the interwar period to locate railway marketing in the broader context of railway business and the general development of service marketing in Britain.

By a detailed analysis of internal company records, this paper discusses three aspects of railway marketing: the development of marketing departments within the companies, the control of marketing expenditure and the industry-wide marketing alliance. The three areas of railway marketing are examined by way of comparing them with the corresponding situations in other British industries.

It reveals the relatively advanced state of railway companies’ marketing in the contemporary context. Furthermore, a series of re-organisations are interpreted as a response to the inter-modal competition from road traffic.

By characterising railway marketing in the interwar period as part of the industry’s rear-guard battle in the competitive travel market, in which railways were clearly losing out to road traffic, the paper provides a perspective that enables to understand how the “golden age” of railway marketing coincided with the railways’ decline in the passenger business.