Policies in Activity-based Flexible Offices -'I am sloppy with clean-desking. We don't really know the rules.'

Activity-based Flexible Offices (A-FOs) are offices with unassigned desks that provide a variety of workspaces. This paper presents desk-sharing and speech rules identified in A-FOs in four Swedish organisations, the emergence of and compliance with these rules, and their consequences for work conditions. Data collection involved 105 semi-structured interviews, document analyses, and observations. The identified rules were: (1) to remove belongings, (2) temporal restrictions on using the same workstations, (3) temporal restrictions on using scarce zones, (4) restrictions on verbal interactions, and (5) restrictions on phone conversations. The cases with extensive user involvement in their planning process had explicit unambiguous rules. A better compliance with rules occurred when (i) the employees were well-prepared and had a unified understanding regarding how and why to follow the rules, (ii) the rules were explicitly communicated and were regarded as easy to follow, and (iii) following the rules facilitated work and improved work conditions. Practitioner summary: Five rules were identified for applying desk-sharing and speech policies in A-FOs. Extensive user involvement resulted in having well-defined and explicitly communicated rules, and prepared employees for how to use the A-FO. Implicit and ambiguous rules led to conflicting interpretations, disregarding rules, and were associated with more negative work conditions.

Relocation to an activity-based flexible office - Design processes and outcomes.

Many organizations relocate to activity-based flexible offices (A-FOs) and the results are mixed. This study aims at identifying factors in the design and implementation process that contribute to perceived performance and environmental satisfaction with A-FOs. A company with 50 employees was studied using interviews, questionnaires and documentation before and after relocation. The results showed that process factors such as objectives, financial and time resources, employee participation and empowerment, and methodological approach contributed to the outcomes. Perceived performance and employee satisfaction with the physical environment increased significantly after the relocation. Employee empowerment, highlighted by the employees, correlated with the performance and satisfaction parameters. A conceptual model is proposed relating process factors, internal and external organizational context, and physical office setting to work condition consequences and overall outcomes such as employee performance and satisfaction.

Perceptions of performance and satisfaction after relocation to an activity-based office.

Many companies move from open-plan offices (OPO) to activity-based workplaces (ABWs). However, few studies examine the benefits and drawbacks following such a change. The aim of this study was to explore how physical conditions, office use, communication, privacy, territoriality, satisfaction and perceived performance change following a company's relocation from an OPO to an ABW. A mixed methods approach included pre- and post-relocation questionnaires and post-relocation focus groups, individual interviews and observations. The questionnaires enabled comparisons over time (n = 34) and broader analyses based on retrospective ratings of perceived change (n = 66). Results showed that satisfaction with auditory privacy, background noise, air quality, outdoor view and aesthetics increased significantly after relocation. Negative outcomes, such as lack of communication within teams, were perceived as being due to the high people-to-workstation ratio and lack of rules. Overall satisfaction with the physical work environment increased in the ABW compared to the OPO. Perceived performance did not change significantly. Practitioner Summary: Activity-based workplaces (ABWs) are commonly implemented although their effects on performance and well-being are unclear. This case study gives advice to stakeholders involved in office planning. Despite shortcomings with the people-to-workstation ratio and rules, employees showed improved satisfaction with auditory privacy and aesthetics in the ABW compared with the previous open-plan office.