Social impacts of a short-distance relocation process and new ways of working

A review of research in activity-based working over the last ten years: lessons for the post-COVID workplace

Purpose

The purpose of this paper is to map and describe findings from research conducted in workspaces designed to support activity-based working (ABW) over the past 10 years (2010–2020) with a view of informing post-COVID workplaces of the positive and negative attributes of ABW.

Design/methodology/approach

Scopus was used as the search engine for this review. Papers which reported findings related to ABW and performed field study in ABW workspaces with adult occupants were included. Out of the 442 initial papers, 40 papers were included following iterative title and abstract and full text review process and consideration of inclusion and exclusion criteria. These papers were divided into three groupings (organizational, human and physical environment) based on their major focus. Positive and negative effects of ABW environments on occupants are discussed within these three topics in consideration of the implications for the post-COVID workplace.

Findings

Although the included studies were inclined to be either more positive (i.e. interior design) or negative (i.e. indoor environmental quality, productivity, distraction and privacy) in relation to various attributes of ABW, no single effect of ABW environments on occupants was in full agreement between the studies. The shortcomings of ABW environments are more related to how this way of working is implemented and how occupants use it, rather than the concept itself. A partial uptake of ABW leads to occupants’ dissatisfaction, lower productivity and lower well-being, while a holistic approach increases the chance of success. It is hypothesised that many currently reported negative aspects of the ABW concept might diminish overtime as ABW evolves and as new challenges arise. A continuous post-occupancy evaluation after relocation to an ABW-supportive environment can inform the organization about the changing needs and preference of the occupants; hence, the organization can tailor the ABW solution to the arising needs. The inter-connection between the three key ABW pillars (organizational, human and physical environment) is crucial to the success of this concept specifically in the context of the post-COVID-19 workplace.

Originality/value

This paper highlights the key shortcomings and limitations of studies produced over the past decade and identifies keys gaps in the current body of literature. It provides a new insight on how findings related to open-plan offices designed to support ABW can be categorized on the three big heading of organizational, physical and human-related aspects, and further investigates the positive and negatives outcomes reported on ABW under these headings. It also discusses how the findings arising from this literature review can inform the post-COVID workplace.

Is a new office a blessing in disguise? The strategic importance of relocation

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.

Headquarters site selection preferences: occupiers’ perspectives

Purpose

There are multitudes of sites and buildings offering various services to their occupiers. Studies highlight that companies choose sites and buildings that enable business’ growth and competition. The purpose of this paper is to explore occupiers’ perspectives on headquarters (HQs) site selection preferences with reference to the public listed firms in South Africa’s eight metropolitan municipalities.

Design/methodology/approach

A literature review was conducted to understand site selection preferences in other countries to inform the current study. Empirical data were collected using a sequential mixed-method approach using interviews and a survey. Semi-structured interviews were conducted first with the executives/management and also personnel who are involved in site selection decisions. Purposive sampling technique was used to select one company per industry to be interviewed. The information gathered from interviews informed the survey that was distributed online using Qualtrics software to all public listed firms located within the eight metropolitan municipalities in South Africa. Thematic analysis was used for analysing the interviews, whereas self-explicated conjoint model was used for the survey.

Findings

The results reveal that HQs as occupants of space prefer facilities that have good security and security systems, backup generators, air conditioning, parking facilities, energy management, access to the internet, efficient water supply, quality meeting places, cleaning services, the condition of the premises and disabled-friendly facilities. In addition to these preferences, HQs also prefer sites that are accessible. From this study, aspects that are unique to South Africa’s case are around security and security systems. The higher the crime levels, the higher is the demand on HQs to provide security and security systems for not only for their premises but also their employees. The current water and energy outages are also affecting HQs resulting in companies preferring facilities with an efficient water supply and having backup generators.

Research limitations/implications

The research only focussed on public listed firms located within the eight metropolitan municipalities. The findings may/may not apply to the HQs of non-listed firms and also to those situated outside the metropolitan municipalities. Owing to this, the results cannot be generalised. Further studies are needed to explore preference by industry with larger sample size.

Practical implications

This study provides insights on HQs site selection preference levels from the context of South Africa as a developing country. The insights would be useful to companies within the South African context to better understand their contextual dynamics and for companies seeking to do business in developing countries. Apart from companies, this study would also be beneficial to policymakers in creating enabling policies for companies, property developers to build facilities that embrace aspects preferred by occupants and investors to understand the preferences of HQs in the selection of sites for their operation.

Originality/value

In a developing country such as South Africa, there are limited studies on HQs site selection preferences; therefore, this study is one of the few studies bridging the knowledge gap. This study adopts a marketing approach to understand corporate real estate phenomenon.

New Ways of Working and the Physical Environment to Improve Employee Engagement

Employee engagement is becoming an increasingly essential factor in organizational competitiveness. Although employee engagement is an extensively researched topic, the roles of new ways of working and physical environment factors are still under exploited. As such, this study examines the relationship between physical environment factors, the dimensions that integrate new ways of working, and employee engagement. Survey data with 126 respondents are analyzed using structural equation modeling. The findings indicate a positive significant relationship between the physical environment factors and work engagement. Furthermore, this relation is mediated by four facets regarding new ways of working. The results also indicate that, for the group where facilities were not modified, the new ways of working are a stronger predictor of work engagement when compared with the group where facilities were modified. These findings extend existing knowledge on the antecedents of employee engagement, namely physical environment factors and new ways of working. Another important contribution is related to the mediating role of several facets of new ways of working in the relationship between physical environmental factors and employee engagement.

Review and assessment of factors affecting the workplace relocation process

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.