Office design and organizational change
Purpose: The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design. Design/methodology/approach: In sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises. Findings: Contrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness. Research limitations/implications: Given the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes. Originality/value: The roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.
Year of publication: |
2019
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Authors: | Smollan, Roy K. ; Morrison, Rachel L. |
Published in: |
Journal of Organizational Change Management. - Emerald, ISSN 0953-4814, ZDB-ID 2020442-5. - Vol. 32.2019, 4 (01.07.), p. 426-440
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Publisher: |
Emerald |
Saved in:
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