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There is evidence that spirituality at the workplace has positive effects on work outcomes, and there are different models conceptualizing the construct. To date, there is no discussion highlighting how digitalization is affecting workplace spirituality and vice versa. The present review tries to close this gap by discussing the psychological dynamics in light of digitalization and spirituality in the context of work.

This is a conceptual discussion based on an extensive narrative review. The conceptual design is further tested with a real-life case study.

The result is a model that may guide future research, which consists of the four highly interdependent domains, namely psychology (with the dimensions of emotion, cognition and behavior), digitalization (with the dimensions of platforms, data and algorithms), spirituality (with the dimensions of meaning, self-transcendation and belonging), as well as the workplace (with the dimensions of work tasks, location, community and culture and values). The discussion includes implications for the future of work, suggestions for management decisions and potential future research directions.

To date, there are many discussions about digital transformation and a limited amount of them have invested in analyzing psychological dimensions. The application to spirituality and the workplace – especially when the two are combined – is almost wholly absent, which makes the present discussion both innovative and original.

The purpose of this study is to describe the success story of a software company, Adobe, in redesigning the workplace environment from cubicles to a connected collaborative workplace, which helped the organization optimize workplace usage. The goals were to design an innovative work environment to optimize the usage of the office portfolio, improve workplace service quality and infrastructure facilities of the portfolio, increase employee productivity, reduce technology costs, engage employees in a better way to enhance employee satisfaction, align workplace design with the brand, mobilize technology and enable a globalized workforce to facilitate higher productivity.

An exploratory research design method was adopted using the purposive sampling technique to collect data through semi-structured interviews with a team of nine property professionals from the operations team responsible for workspace redesign at Adobe in India.

The main observations of the corporate real estate (CRE) manager were on what value parameters drive workplace redesign and how different software companies were creating strategies to manage workplace design or redesign change for optimal use of the organization portfolio. To discuss the CRE strategies of global software leaders, IBM and SAP were pointed out in this case.

The number of interviews were limited. The related parameters for workplace transformation are not necessarily complete. However, the parameters are regarded to include the most important aspects of workplace redesign.

This study provides useful insights into how benchmarking in the workplace transformation function of the CRE industry can be applied to address portfolio-related challenges, divergent employee needs and improve workspace usability following energy-efficient policies. Practitioners can use this study as a guide to develop more effective workspace designs.

This study may guide other firms on successful workspace design initiatives that may overcome many obstacles in the workplace transformation process to have their intended impact on workplace efficiency and employee satisfaction. The case can be used as an inspiration for developing specific user-focused innovative workspace design in practice.

Adopting the theoretical background of the person–environment fit theory, this study adds to the understanding of the operational model of a digitally connected workspace designed as per real estate needs and strategies to manage the CRE portfolio of the company.

This study aims at presenting an analysis of a Change Laboratory conducted with the personnel of a youth supported housing unit for clients with a history or at risk of homelessness. The analysis is centered on how the workers’ expansive learning process was supported ensuring that they would be in the lead of their workplace transformation process.

The data were collected in six Change Laboratory sessions facilitated by interventionist-researchers and were analyzed with a specific method of discourse analysis devised for tracing expansive learning at work, the method of analysis of expansive learning actions and deviation from instructional intentions. The purpose of this method of analysis is to present in a detailed and structured manner how workplace expansive learning unfolds.

The results of the analysis indicate that the contribution of the practitioners participating in this Change Laboratory was such that the undertaken transformation resulting from the expansive learning process was actually owned by them. These results contribute to ongoing discussions on workplace expansive learning, which question the extent to which the Change Laboratory is truly a participatory intervention method in which the participating practitioners’ agency becomes visible without the interventionists necessarily dominating.

This study addresses existing gaps in the literature on workplace expansive learning, by opening up a novel perspective for detailed empirical enquiries that demonstrate the role workers may play in supported expansive learning processes and ensuing transformations of their workplaces.

The changes now being experienced in the workplace, driven by market pressures, changing demographics and new technologies, are real and accelerating. Since change remains the one constant when it comes to workplace planning, further transformations within the workplace over the next 20 or 30 years can be expected. Hence, this paper aims to demonstrate how to use a scenario planning futures approach in a changing, complex and uncertain workplace environment. As well as provoke thought and discussion about its long‐term future.

At the Futures Academy in Dublin Institute of Technology, a systematic methodology for exploring and shaping the future has been developed, called the “Prospective through scenario” process. Each stage of the process is discussed in detail throughout this paper, as well as how the process is applied in the Johnson Controls workplace of the future study.

The creative “futures studies” approach can deal effectively with change, uncertainty and complexity in the workplace environment, by allowing those concerned to think, plan and act proactively rather than reactively as well as provide effective facilities management and real estate strategies.

Real estate organisations need to take the long view, for the greatest risk of our time is being overtaken by inevitable surprises that could have been foreseen and for which we could have been prepared.

Discussion and debate about the future of the workplace is inevitable and futures tools and techniques can facilitate this process.

This chapter presents digital reverse mentoring as a novel kind of human and technological resource management intervention. It presents a case study of digital reverse mentoring at a large metal multinational. It highlights the various design elements of digital reverse mentoring that contribute towards achieving digital transformation and rebuilding of mindsets in the company. Through the case study the chapter also suggests that HRM needs to look beyond adoption of technological tools to actively participate in addressing the strategic concerns of digital transformation in a company.

The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining research traditions on the phenomenon.

This paper systematically reviewed the literature published over the past 20 years, basing on a predefined research protocol. The dimensions of WI were explored with the help of thematic synthesis, while the research perspectives were studied by means of textual narrative synthesis.

The analysis suggests that there exist four research traditions on WI – built container, humanized landscape, socio-material macro-actor, and polyadic network – and each of them comprises its own set of assumptions, foci of study, and ontological bases. The findings suggest that WI is a heterogeneous process of renovation occurring in eight different dimensions, namely work system, workplace democracy, high-tech application, workplace boundaries, workspaces, people practices, workplace experience, and workplace culture. The analysis showed that over years the meaning of innovation within these dimensions changed, therefore it is argued that research should account for the variability of these categories.

The paper includes implications for developing and implementing WI programs. Moreover, it discusses the role of HR in the WI process.

This paper for the first time systematically reviews literature on the topic of WI, clarifies the concept and discusses directions and implications for the future research.

The purpose of this paper is to offer HR leaders ideas and solutions for connecting their increasingly divided workforces through technology and automation.

The paper examines major changes occurring in the workplace and how a digital workplace can solve those challenges, divided into several points.

The dynamics of work are changing, but the way we connect our workers has not kept pace. As a result, various factors of the changing workplace, from widening generational employee gaps to lower retention rates, present serious challenges to employee productivity and engagement. The digital workplace is the antidote. It improves productivity by unifying employees’ favorite tools in a single, user-friendly space. Digital workplace platforms have emerged as a mission-critical tool to band people, technologies, processes and information together. And when everyone’s in it together, everyone.

HR leaders are flooded with technology solutions. This paper offers insight into the benefits of a digital workplace so they can make an informed decision.

In professional services, innovation occurs in the delivery. The purpose of this paper is to provide a framework for classifying innovation in professional services by taking into account the strength of the relationship with the client in addition to the incremental‐radical nature of innovation.

Based on the framework provided, there are operational, experimental, tactical, and high‐potential professional services, the characteristics of which are illustrated both conceptually and with a case example.

Professional service goes through different stages during its lifespan. A high‐potential service is a stage where the nature of the innovation is radical and the relationship with the client is strong. It is suggested that high‐potential services create a future competitive advantage not only for the service provider, but also for the client.

A qualitative network approach with a focal actor perspective, in which the networks are illustrated from the supplier's point of view, is used. The characteristics of a high‐potential service are connected to the development stage of the service.

Classification of professional services is provided, and the importance of high‐potential services is highlighted. Advice for managers is given for designing suitable management initiatives in professional services in all their stages: idea, development, and commercialization.

The approach introduced in this paper addresses three gaps in the existing research: it helps to characterize and theorize the concept of innovation in professional services; it draws attention to the important role of the client in professional services, and it expands the management of innovation in professional services to include network relationships.

This study investigates whether the COVID-19 pandemic has led to an acceleration of the digital transformation in the workplace.

This study is based on a survey conducted during the COVID-19 pandemic from March to April 2020 on the crowdsourcing platform Amazon Mechanical Turk.

The findings show an increase of people working from home offices and that many people believe that digital transformation of work has accelerated in response to the COVID-19 pandemic. People who noted this acceleration can imagine working digitally exclusively in the future. Moreover, the importance of traditional jobs as a secure source of income has decreased, and digital forms of work as a secure source of income have increased because of the COVID-19 pandemic. Workers believe that digital work will play a more important role as a secure source of income in the future than traditional jobs.

Because the survey was conducted online, respondents may have had a certain affinity for digital work.

This study assesses the consequences of the COVID-19 pandemic on the future of work, showing that changes in the perception of digital transformation and the willingness to work exclusively in a digital manner have arisen as result of the COVID-19 pandemic. To estimate the long-term consequences of the pandemic on the digitisation of work, research that includes macroeconomic consequences in its forecast is necessary.

The purpose of this paper is to examine the impact of a practice development program, “Essentials of Care” (EOC), on patient and staff outcomes, workplace culture and service delivery.

A descriptive study design was used to explore the impact of EOC in a district hospital rehabilitation ward. EOC focuses on embedding a person-centered culture within clinical areas and is structured from practice development methodologies. EOC was implemented in a metropolitan district hospital rehabilitation, older person 20-bed, ward.

Two projects were implemented during EOC. These projects led to nine significant patient and staff outcomes for medication and continence care practices. Outcomes included a reduction in older person complaints by 80 percent, pressure injuries by 62 percent, ward multi resistant staphylococcus aureus infection rates by 50 percent, clinical incidents by 22 percent, older person falls by 14 percent (per 1,000 bed days) and nursing sick leave by 10 percent. There was also a 13 percent improvement in the post nursing workplace satisfaction survey.

This is a single site study and findings may not be suitable for generalizing across ward settings and broader population groups.

The EOC program led to significant improvements for and in clinical practices, staff satisfaction and ward culture. Specifically, the EOC program also identified significant cost savings and brought together the healthcare team in a cohesive and integrated way not previously experienced by staff. Practice development strategies can champion service quality improvement, optimal patient outcomes and consistency within healthcare.