Abstract
Purpose
This study aims to provide insight into how the implementation and management of an integrated workplace concept (IWC) in multiple office locations are affected by local management practices and other contextual and cultural aspects.
Design/methodology/approach
A triangulated case study design was applied to evaluate an on-going process to roll out a new branch office concept. The core method was semi-structured interviewing.
Findings
The findings indicate that when an IWC meets different local cultures and realities, the concept and its different aspects may transform in different directions – ultimately affecting concept interconnectedness and strategic value. The findings further suggest that the concept’s socio-material implications vary between locations and actors at different levels. For IWCs to serve strategic aims, they must be continuously aligned and re-aligned with changing organisational strategies.
Research limitations/implications
The study was conducted in one organisation. Additional empirical research, investigating implementation and management of different concepts in different organisational contexts, is needed to provide more definite conclusions and to develop guidelines for design, implementation and decision-making.
Practical implications
The findings highlight the importance of applying an iterative process approach in implementation and management of IWCs. Such an approach is essential for striking the right balance between standardisation and local adaptation, and for aligning the concept with organisational strategies.
Originality/value
Although much has been written on IWCs, the role of culture and social negotiations in the implementation and operations phase is often neglected.
This study aims to provide insight into how the implementation and management of an integrated workplace concept (IWC) in multiple office locations are affected by local management practices and other contextual and cultural aspects.
Design/methodology/approach
A triangulated case study design was applied to evaluate an on-going process to roll out a new branch office concept. The core method was semi-structured interviewing.
Findings
The findings indicate that when an IWC meets different local cultures and realities, the concept and its different aspects may transform in different directions – ultimately affecting concept interconnectedness and strategic value. The findings further suggest that the concept’s socio-material implications vary between locations and actors at different levels. For IWCs to serve strategic aims, they must be continuously aligned and re-aligned with changing organisational strategies.
Research limitations/implications
The study was conducted in one organisation. Additional empirical research, investigating implementation and management of different concepts in different organisational contexts, is needed to provide more definite conclusions and to develop guidelines for design, implementation and decision-making.
Practical implications
The findings highlight the importance of applying an iterative process approach in implementation and management of IWCs. Such an approach is essential for striking the right balance between standardisation and local adaptation, and for aligning the concept with organisational strategies.
Originality/value
Although much has been written on IWCs, the role of culture and social negotiations in the implementation and operations phase is often neglected.
