Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process
Activity-based workplaces (ABW) have been implemented in many organizations to offer office flexibility and decrease facility costs. Evaluations of the ABW implementation process are rare. The study aimed to examine the ABW relocation process of two offices in a Swedish governmental agency and to ex...
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MDPI AG
2021
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oai:doaj.org-article:721fe49e3e2447a8ac3c27eff9da0e452021-11-11T16:34:54ZRelocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process10.3390/ijerph1821114561660-46011661-7827https://doaj.org/article/721fe49e3e2447a8ac3c27eff9da0e452021-10-01T00:00:00Zhttps://www.mdpi.com/1660-4601/18/21/11456https://doaj.org/toc/1661-7827https://doaj.org/toc/1660-4601Activity-based workplaces (ABW) have been implemented in many organizations to offer office flexibility and decrease facility costs. Evaluations of the ABW implementation process are rare. The study aimed to examine the ABW relocation process of two offices in a Swedish governmental agency and to explore factors that influence the implementation process and satisfaction with it. Qualitative or quantitative data were collected on process variables (context, recruitment, reach, dose delivered, dose received, satisfaction), barriers and facilitators to the process were explored in focus group interviews, and immediate outcomes (perceived knowledge, understanding office rules, satisfying information and support) were measured by questionnaire before and after the relocation. The evaluation showed that recruitment was unsatisfactory and reach insufficient—and participation in activities was thus low for both offices. However, intended changes improved. Unclear aims of ABW, lack of manager support and, lack of communication were some of the reported barriers to participation, while a well-planned process, work groups, and program activities were facilitators. Thus, to increase satisfaction with the relocation, our results suggest that recruitment should be thoroughly planned, taking these factors into account to increase participation. This knowledge may be useful for planning and designing successful ABW relocations and evaluations.Eva L. BergstenKatarina WijkDavid M. HallmanMDPI AGarticleactivity-based flexible officeorganizational interventionimplementationworking environmentoffice designMedicineRENInternational Journal of Environmental Research and Public Health, Vol 18, Iss 11456, p 11456 (2021) |
| institution |
DOAJ |
| collection |
DOAJ |
| language |
EN |
| topic |
activity-based flexible office organizational intervention implementation working environment office design Medicine R |
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activity-based flexible office organizational intervention implementation working environment office design Medicine R Eva L. Bergsten Katarina Wijk David M. Hallman Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| description |
Activity-based workplaces (ABW) have been implemented in many organizations to offer office flexibility and decrease facility costs. Evaluations of the ABW implementation process are rare. The study aimed to examine the ABW relocation process of two offices in a Swedish governmental agency and to explore factors that influence the implementation process and satisfaction with it. Qualitative or quantitative data were collected on process variables (context, recruitment, reach, dose delivered, dose received, satisfaction), barriers and facilitators to the process were explored in focus group interviews, and immediate outcomes (perceived knowledge, understanding office rules, satisfying information and support) were measured by questionnaire before and after the relocation. The evaluation showed that recruitment was unsatisfactory and reach insufficient—and participation in activities was thus low for both offices. However, intended changes improved. Unclear aims of ABW, lack of manager support and, lack of communication were some of the reported barriers to participation, while a well-planned process, work groups, and program activities were facilitators. Thus, to increase satisfaction with the relocation, our results suggest that recruitment should be thoroughly planned, taking these factors into account to increase participation. This knowledge may be useful for planning and designing successful ABW relocations and evaluations. |
| format |
article |
| author |
Eva L. Bergsten Katarina Wijk David M. Hallman |
| author_facet |
Eva L. Bergsten Katarina Wijk David M. Hallman |
| author_sort |
Eva L. Bergsten |
| title |
Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| title_short |
Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| title_full |
Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| title_fullStr |
Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| title_full_unstemmed |
Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process |
| title_sort |
relocation to activity-based workplaces (abw)—importance of the implementation process |
| publisher |
MDPI AG |
| publishDate |
2021 |
| url |
https://doaj.org/article/721fe49e3e2447a8ac3c27eff9da0e45 |
| work_keys_str_mv |
AT evalbergsten relocationtoactivitybasedworkplacesabwimportanceoftheimplementationprocess AT katarinawijk relocationtoactivitybasedworkplacesabwimportanceoftheimplementationprocess AT davidmhallman relocationtoactivitybasedworkplacesabwimportanceoftheimplementationprocess |
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