Search results
1 – 10 of over 1000Ahmed M. Ibrahim and Mohammad A. Hassanain
This research investigates the literature and perspectives of bilateral domains of experts, the facilities management (FM) and real estate management (REM) professionals. It…
Abstract
Purpose
This research investigates the literature and perspectives of bilateral domains of experts, the facilities management (FM) and real estate management (REM) professionals. It provides insights towards a comprehensive understanding of office facilities relocation as organizational workplaces.
Design/methodology/approach
An investigation of the literature was conducted, to identify design aspects, drivers, challenges, and technical and functional considerations of the workplace relocation. A structured survey was utilized, as face-to-face interviews with 32 FM and 32 REM professionals, to explore and compare their perspectives and expertise.
Findings
The study identified key aspects for workplace relocation that were rarely focused on, holistically, in the literature. The research led to identifying the drivers, challenges, considerations, scenarios, and design needs pertaining to the implementation, acquisition, and occupation of the workplace in times of relocation. There is a dispersed view on workplace relocation between FM and REM, which requires alignment. FM and REM experts' perspectives were intrinsically discussed to ascertain the identified key areas.
Practical implications
Workplace relocation is a change that disturbs almost every workplace around the globe, at least once in its life cycle. This study enlists comprehension of the knowledge obtained from a review of the international literature, to provide a holistic guide for organizational decision makers, and interlink FM and REM professionals' perspectives, for enhanced decision-making.
Originality/value
This article reviews the literature on workplace relocation, covering FM and REM domains perspectives to advance the organizational workplace relocation practices.
Details
Keywords
Mohammad A. Hassanain, Ahmed M. Ibrahim and Abdul-Mohsen Al-Hammad
The purpose of this paper is to holistically identify and assess the factors affecting the workplace relocation process during its various phases, namely: pre-relocation…
Abstract
Purpose
The purpose of this paper is to holistically identify and assess the factors affecting the workplace relocation process during its various phases, namely: pre-relocation, relocation and post-relocation. The factors assessment evaluates the perspectives and level of agreement between facilities and real estate management professionals.
Design/methodology/approach
Literature review was conducted to identify the factors affecting the workplace relocation process. In total, 34 factors were identified, which formed the basis of a questionnaire survey to assess their importance. Responses to the questionnaire survey were obtained through face-to-face interviews with two groups of professionals in the Eastern Province of Saudi Arabia, 32 facilities managers (FM) and 32 real estate managers (REM). The questionnaire utilized a 5-point Likert scale of importance.
Findings
The research delivers rankings of the identified factors for prioritization. Where a moderate (to high) level of agreement between FM and REM professionals was remarked. Significant factors include: “availability of workplace health and safety plan”, “analysis of business needs for relocation”, “cost control and management of the relocation process”, “availability of maintenance plans” and “selection of fit-out contractor”.
Originality/value
The study provides a significant contribution to research and professional practice, while no comprehensive studies have been conducted on the various phases of the relocation process. The findings of this study are genuine to keep professionals and practitioners on the ball managing their workplace relocations, overcoming their unforeseen struggles, resourcefully and efficiently.
Details
Keywords
Ahmed M. Ibrahim, Mohammad A. Hassanain and Abdul-Mohsen Al-Hammad
This study aims to identify research gaps on workplace relocation, through investigating and critiquing the published literature, in the facilities management (FM) and real estate…
Abstract
Purpose
This study aims to identify research gaps on workplace relocation, through investigating and critiquing the published literature, in the facilities management (FM) and real estate management (REM) domains, over three decades.
Design/methodology/approach
An extensive literature review was conducted, using academic search engines, using qualitative analysis software, in the domains of FM and REM, on workplace relocation, from 1990 to 2020, chronologically. The paper proposes future research directions through a maturity matrix.
Findings
Several gaps in workplace relocation research were identified, including the need for a wide-ranging coverage of workplace relocation lifecycle, a review and assessment of factors affecting workplace relocation over its lifecycle, studies on large organizations mobility, studies of international experiences on workplace relocation, absence of a holistic framework for the workplace relocation process and digital tools and solutions to facilitate the processes. A three levels maturity matrix for future research, proposing the adoption of qualitative, quantitative and applications research approaches, was presented.
Practical implications
This study enlists a chronological comprehension of knowledge obtained from the review of the internationally published literature. The research investigated and identified gaps, gripping for future research efforts.
Originality/value
This study reviews 30 years of published literature on workplace relocation and proposes topics for advancing future research, collectively.
Details
Keywords
Mohammad A. Hassanain and Ahmed M. Ibrahim
The purpose of this study is to propose a framework model for workplace relocation.
Abstract
Purpose
The purpose of this study is to propose a framework model for workplace relocation.
Design/methodology/approach
Published literature was reviewed to comprehend the broad aspects of workplace relocation. The current practices of workplace relocation were investigated by corporate real estate (CRE) professionals. A generic framework model was developed to guide organizations upon the process of workplace relocation, over its lifecycle. The framework is validated by semi-structured interviews, conducted to ascertain its importance and applicability.
Findings
A validated integration definition for function modeling framework for the process of workplace relocation was developed. It consisted of three systematic processes, aligned with its lifecycle, namely, initiate the pre-relocation activities; implement the relocation activities; and conduct the post-relocation activities.
Originality/value
The workplace is a linkage between people, business processes and information technology, that provides a physical medium for interactions and provision of services. Workplace relocation is an opportunity to introduce elements of change. Yet the process of workplace relocation has been under-valued by practitioners in the CRE industry. The developed framework can be adopted as a standardized process for the relocation of workplace facilities. In terms of clearly structuring the workplace relocation processes, the study contributes to making these processes more transparent and aids accountability for decision-making. It is a time-saver and guiding model for organizations endeavoring on relocation.
Details
Keywords
Essi Tuomala, Vitalija Danivska and Robin Gustafsson
Corporate relocation is a rare event in the history of an individual company. The choices related to location, building and workplace constitute major long-term strategic…
Abstract
Purpose
Corporate relocation is a rare event in the history of an individual company. The choices related to location, building and workplace constitute major long-term strategic decisions that determine the company’s future operating environment. However, business decision-makers often do not evaluate all the aspects of relocation before making relocation decisions. Thus, the purpose of this paper is to systemise the knowledge behind corporate relocation and the strategic qualities and impacts of these choices.
Design/methodology/approach
This conceptual paper is based on a comprehensive literature review of 74 articles on the strategic qualities of short-distance corporate relocation of knowledge-intensive firms. Based on the review insights, a conceptual model of the strategic operational qualities for work environment selection is developed.
Findings
This paper identifies three strategic layers of physical environment change, namely, location, building and physical work environment, which need to be considered when deciding to relocate. Corporate relocation affects a company through five operational qualities, namely, staff productivity, costs, employee retention and availability, operational changes and organisational culture.
Practical implications
Relocation is a complex process for an individual company. Justifying choices based on direct costs can lead to unexpected changes in indirect costs for the company. This paper helps decision-makers understand the strategic importance of corporate relocation, identify relocation goals and plan successful relocation.
Originality/value
This paper uses a strategy and organisation lens to provide a systematic overview and synthesis of the strategic qualities of short-distance corporate relocation of knowledge-intensive firms.
Details
Keywords
Peggie Rothe, Chris Heywood, Matti Christersson and Anna-Liisa Sarasoja
The purpose of this paper is to increase the understanding of the management of office relocations in Finnish organisations with a focus on the use of, and need for, external…
Abstract
Purpose
The purpose of this paper is to increase the understanding of the management of office relocations in Finnish organisations with a focus on the use of, and need for, external advisory services.
Design/methodology/approach
The study used a sequential mixed method approach. First, the use of relocation-related services, and organisations’ perception of the need for them, was assessed through a questionnaire sent to all organisations with more than 50 employees in the Helsinki Metropolitan Area (HMA). The data includes 83 responses. Subsequently, service experiences, perceived service needs, and the challenges that organisations face in relocation are studied through thematic interviews with 15 organisations that have recently relocated.
Findings
The findings show that, despite facing many challenges when relocating, many organisations do not consider using external service providers. Most organisations do not acknowledge the complexity of the process until afterwards, and they also lack knowledge of the availability of relocation-related services.
Research limitations/implications
The main limitation is the population size of the questionnaire. A larger population would have allowed for more generalisations, but the results do provide insight into the organisations’ issues in managing their relocations.
Practical implications
In order to facilitate the better organisational relocation experiences, and to develop the market for relocation-related services, service providers need to begin educating organisations of the challenges and opportunities of relocation, and successively increase the awareness of the availability of services.
Originality/value
Relocation, when it is considered in the literature, is most often construed as being about location, or site selection. This study approaches the phenomenon from the organisations’ perspective and considers relocation a process that needs to be managed.
Details
Keywords
Marie-Christin Schmidt, Johannes W. Veile, Julian M. Müller and Kai-Ingo Voigt
The study analyses how Industry 4.0 and underlying digital technologies influence the design of ecosystems in global value chains (GVCs).
Abstract
Purpose
The study analyses how Industry 4.0 and underlying digital technologies influence the design of ecosystems in global value chains (GVCs).
Design/methodology/approach
A qualitative-exploratory research design is used. It deploys a multiple case study based on semi-structured interviews with 73 German managers of multinational enterprises. Applying a qualitative content analysis, the expert interviews are inductively analyzed and triangulated with secondary data to develop a synthesized data structure.
Findings
The analysis reveals a general tendency towards decentralization of value chain activities. Depending on the nature of each activity and several contextual factors, however, hybrids between centralization and decentralization of processes can be observed in Industry 4.0 environments. Consequences for global ecosystems are altered cooperation with business partners, new organizational forms and novel market environments.
Research limitations/implications
Given inherent limitations in scope and methodology, the study calls for cross-industry and cross-country analyses. Further studies should research implications of Industry 4.0 changes in ecosystems and GVCs, and the role digital platforms can play in this context.
Practical implications
The results help companies to analyze and adapt their role in ecosystems and associated GVC activities to Industry 4.0 environments, thus staying competitive in changing market conditions.
Originality/value
This study is among the first to empirically investigate the influence of Industry 4.0 on ecosystems embedded in GVCs. Reflecting existing company environments, it adds an international and company-external perspective to Industry 4.0 research.
Details
Keywords
Peggie Rothe, Anna-Liisa Sarasoja and Christopher Heywood
This paper aims to examine short-distance firm relocations, the most frequent form of relocation, to better understand how employees as individuals experience those relocations…
Abstract
Purpose
This paper aims to examine short-distance firm relocations, the most frequent form of relocation, to better understand how employees as individuals experience those relocations.
Design/methodology/approach
This study was a multiple-case study with five organisations that had relocated within the same metropolitan area during the previous 18 months. To understand why and how the relocation was carried out, 15 semi-structured interviews were conducted with company representatives who were actively involved in making decisions and executing the relocation of their organisation. Subsequently, to study the employees’ experience and perception of the process, 17 employees who did not have an assigned role in the process were also interviewed.
Findings
The findings show that even within the same organization, people experience relocation differently; therefore, the employees should not be treated as one object of change but as several individuals who experience change. Further, it was identified that relocation included both location and workplace change aspects.
Research limitations/implications
The study is of qualitative nature and, therefore, the findings should not be generalized to individuals outside of the context of study. Instead, the value lies in the description and the themes developed in the specific context. The findings show that emphasis needs to be put on how the relocation process is managed, and that relocation change management efforts should include both location and workplace changes.
Originality/value
This study provides new insight on how individual employees experience the relocation process and augments the previous body of knowledge on employee experiences and satisfaction with various elements in the work environment and/or with new ways of working, and the previous studies on relocation that focus on comparing employees’ experiences of the old office with the new one.
Details
Keywords
Matti Christersson and Peggie Rothe
Relocation is a significant event in the course of an organization's lifetime. The purpose of this paper is to focus on the impacts that relocation has on the relocating…
Abstract
Purpose
Relocation is a significant event in the course of an organization's lifetime. The purpose of this paper is to focus on the impacts that relocation has on the relocating organization itself and to identify the economic, social, and environmental impacts of office occupier relocation.
Design/methodology/approach
Drawing from the existing literature on impacts of occupiers' relocation, a conceptual framework for modelling organizational relocation impacts is developed. The literature review is done by a systematic review of the ten most relevant journals within the corporate real estate, property, and facilities sector.
Findings
Relocation has various impacts including relocation costs, disruption, employee reactions to change, altered lease attributes, and changed environmental footprint. Further, the changes in productivity, employee satisfaction, employee turnover, organizational dynamics, ways of working, commuting, accessibility for external stakeholders, and organizational culture and image are all possible impacts of organizational relocation.
Research limitations/implications
The identified impacts are limited to office occupiers' short distance relocations. As the paper is conceptual by nature, there is a need for more empirical research on the impacts of relocation. The framework introduced in the article requires testing with experiences of relocated case companies and accordingly, it is to be developed further.
Practical implications
The paper provides central questions that relocating organizations should ask themselves.
Originality/value
Using the perspective of the relocating organization, the paper provides insight into the impacts of relocation from the expanded spectrum of Triple Bottom Line of sustainability. The study is of value to corporate real estate researchers and practitioners.
Details
Keywords
Matti Christersson, Christopher Heywood and Peggie Rothe
The purpose of this paper is to investigate the social impacts of short-distance office relocation that also involved a new way of working, as perceived by employees during a…
Abstract
Purpose
The purpose of this paper is to investigate the social impacts of short-distance office relocation that also involved a new way of working, as perceived by employees during a relocation process. Relocation is any process of moving business premises and can consist of (often) significant change in locality, building change, workplace change and ways of working. This case study was not influenced by the effect of locality change making it hence a short-distance relocation.
Design/methodology/approach
The social impacts are analysed based on the perceptions of approximately 15 per cent (nine employees) of the case organization across the relocation process – two months before, one week before and four months after the move. The qualitative data collection is conducted by semi-structured interviews, supplemented by diaries and participatory action research.
Findings
Before the relocation, the subject organization’s old premises were considered inadequate. Still, employees had concerns during the process about the new open office environment including the adoption of new ways of working. Some employees did experience resistance towards the change, although the amount of engagement possibilities was deemed sufficient and engagement recognized as an important part of the process. After the relocation, adaptation was considered easier than originally anticipated and experiences of improved inter-team collaboration were reported by most while others experienced just the opposite, pointing out to emerging individual differences.
Research limitations/implications
The limitations of this study arise mainly from the ability to statistically generalize on the basis of a single case study which this paper represents. Furthermore, since the last interviews were made four months after the move, all post-occupancy implications were possibly not yet fully experienced.
Originality/value
The paper provides information on the social impacts of organizational relocation process, as it identifies individual employee perceptions during a relocation process where locality change is minimal. Moreover, the threefold research approach across the relocation process enables the appearance of possible time-dependent development of adaptation to change in employee perceptions and these perceptions to be analysed in more detail.
Details