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‘Planned relocation’ has emerged in the international climate policy arena as an ‘adaptation’ solution with the potential to enhance resilience, address underdevelopment and debunk age-old narratives around migration as a risk to peace and security. In 2018, Fiji became one of the first countries to develop Planned Relocation Guidelines, with upwards of 80 villages thought to require relocation over the coming years due to the impact of climate change. Through interviews carried out with representatives from organisations involved in planning for community relocations in Fiji, this chapter explores the creation of planned relocation as a form of climate change adaptation and development. Looking specifically at the value-based challenges of implementation in Fiji, this research provides insight into what happens when dominant international policy narratives play out in practice. Through the presentation of culturally nuanced ways of understanding the problem of climate-induced migration, this chapter invites policymakers to seek out these voices when devising displacement solutions.

Considers the most frequently overlooked aspects of relocation as a lack of awareness about the effects on employees, irrespective of how well planned the move is logistically. Highlights housing in new locations, confidentiality, planning of the relocation announcement, information availability, care for staff not relocating, and the availability of counselling as important factors. Concludes that communication with employees is the key to successful relocation, although there is no magic formula.

This paper aims to consider the current situation of relocation in Japan after the 2011 Great East Japan Earthquake (GEJE) in the context of past examples and post-disaster housing relocation projects in other countries.

Information about international cases of post-disaster housing relocation was gathered though desk and literature review, supplemented by field visits to the sites for direct observation and interviews with people involved in the relocation projects.

To be successful, residential relocation must consider livelihood, especially in regards to location. Involvement of the residents in the planning and decision making process creates housing relocation projects that better meet residents’ needs. Japan faces some unique challenges, yet shares commonalities with other countries, for example, in tsunami-stricken fishing areas. Housing relocation in Tohoku must strive to be accountable to the needs of the residents and the specific contexts of their communities.

There is still a limited amount of literature in English that considers the issues of relocation in recovery after the GEJE in an international context, especially comprehensive comparisons with multiple countries. Although this paper does not deal with each international case in great detail, the comparison provides a good overview of the key issues for residents in post-disaster relocation, and suggests how lessons from international cases could be applied to the challenges that Japan currently faces in relocation planning in the Tohoku region.

The purpose of this paper is to shed light on co-creative approaches for place innovation in an Arctic town, based on the relocation of Kiruna’s city center in northern Sweden. Three cases of co-creative innovation processes in Kiruna are investigated and compared: an R&D project about local perceptions and visions of attractive urban environments; an R&D project about norm-creative design principles for inclusive and attractive urban design; and an R&D project about cross-industrial synergies for city center attractiveness.

The study’s research design encompasses a comparative and participatory approach. The comparative approach implies investigation and comparison of three cases of co-creative innovation processes in Kiruna. The participatory approach implies joint development of new knowledge by researchers and local actors. The data consists of participatory observations of workshops and qualitative interviews with local actors.

The study reveals that the studied processes have harnessed the city center relocation as an opportunity to make Kiruna more attractive to residents and visitors, by using the co-creative approaches of Living Lab, Now-Wow-How and Norm-creative design. These approaches have enabled experts and local actors to jointly identify excluding patterns and norms in the relocation process and to envision inclusive and attractive (re-)configurations and (re-)conceptualizations of the future Kiruna.

The results add to the academic strand of inclusive urban transformation, by providing insights into co-creative approaches for re-imagining an Arctic town in times of industrial and social change. New insights are provided regarding how the geographical, industrial and cultural identity of an Arctic town can be harnessed to envision new configuration, content and communication that is attractive and accessible for a diversity of residents and visitors.

The results highlight the potential to harness Arctic and rural characteristics in the promotion of urban attractiveness and public well-being, especially when combined with co-creative identification and transformation of excluding norms and patterns.

The results provide new insights into how co-creative approaches may facilitate innovative and inclusive renewal of towns and cities in the Arctic and beyond.

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.

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.

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.

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.

This article reviews the literature on workplace relocation, covering FM and REM domains perspectives to advance the organizational workplace relocation practices.

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.

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.

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.

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.

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.

Plant relocation (PR) is a major organisational change, ostensibly focused only upon geographical transfer, but in fact having broad‐spectrum accompanying effects. A conceptual analysis of PR is presented, supplemented by data from 35 interviews with managers and union leaders of organisations having recently relocated. PR is viewed as a catalytic process of turbulent change, radiating upon organisational structures, social processes, and external environmental systems. The uncertainty and turbulence created by PR are shown to affect management‐worker relations, as well as the interrelationships among employees and the distribution of power within the organisation. The potentials of PR as an opportunity for organisational growth and revitalisation on the one hand, and as a period of crisis and turmoil, on the other, are presented. Some general guidelines are proposed for the effective planning and management of relocation.

Post-disaster population resettlement is a complicated process, during which the restoration of livelihood and lifestyle plays a critical role in achieving a successful resettlement outcome. This paper attempts to examine how recovery policies and relocation approaches influence people's livelihood recovery and perception of wellbeing. It specifically investigates the role of farmland in producing a livelihood and maintaining a rural lifestyle among displaced people.

Through face-to-face questionnaire surveys and in-depth interviews with rural residents displaced from their villages after the Wenchuan earthquake in Sichuan, China, this study presents both quantitative and qualitative evidence to investigate how post-disaster policies and particularly the availability of farmland influence people's recovery and their satisfaction with the post-resettlement life.

Data suggest that availability of farmland, in spite of the size, makes big differences in post-disaster recovery because farmland provides resettled people with not only a livelihood to secure basic living but also a guarantee to maintain a rural lifestyle.

More samples are needed for analyzing factors that significantly influence disaster-displaced farmers' recovery and wellbeing post resettlement.

This study can be used as an important reference for making plans for post-disaster recovery and population resettlement programs in other disaster-prone countries across the world.

Land-based relocation is proposed as a desirable approach to addressing challenges of livelihood restoration amongst the resettled population in rural areas of developing countries.

The application of modern project management techniques to the commercial relocation sector, particularly in regard to scheduling and the handling of IT systems, has transformed the relocation industry. The services offered by commercial relocation consultancies and some of the larger commercial removal companies now extend beyond the traditional roles into providing a wide range of project management solutions. They provide complete turnkey programmes, appointing a project team to manage the move from its early stages through to completion. Their services include evaluating current working environments and methods of working, analysing and comparing costs and benefits of the options available, providing information used in the decision‐making process and assisting companies to find the correct solution for them. Whether refitting, churning or relocation is required, the industry uses advanced techniques of project management and computer‐aided facilities management to ensure that company downtime and disruption is minimal.