Access the full text.
Sign up today, get DeepDyve free for 14 days.
(1986)
The Importance of Office Closure versus Quality in Job Selection ’
(1997)
Werkt het beter in het Dynamisch kantoor Haarlem?’ [Do things go better in the Dynamic Office, Haarlem?]: baseline measurement; first and second
J. Carlopio, D. Gardner (1992)
Direct and Interactive Effects of the Physical Work Environment on AttitudesEnvironment and Behavior, 24
F. Duffy, K. Powell (1997)
The new office
J. Němeček, E. Grandjean (1973)
Results of an Ergonomic Investigation of Large-Space OfficesHuman Factors: The Journal of Human Factors and Ergonomics Society, 15
(2002)
Strategisch huisvestingsbeleid in de zorgverzekeraarsbranche’ [Strategic housing policy in the healthcare insurance sector
(2000)
Identiteit gebruiker in gedrang: Kantooromgeving zonder vaste werkplek’ [User identity suffers: Office environments
F. Becker (2002)
Organisational dilemmas and workplace solutionsJournal of Corporate Real Estate, 4
A. Kaplan, S. Aronoff (1995)
Total Workplace Performance: Rethinking The Office Environment
(2002)
Flexibilisering eist managen van verwachtingen’ [Flexibilisation calls for expectation management
E. Frankema (2003)
Kantoorinnovatie in economisch perspectief
(2001)
Veranderen van werkstijl: 1. Visie, 2. Aanpak’ [Changing the work style: 1. Vision, 2. Line of approach
(2000)
‘ Concentratieplek of isoleercel ? ’ [ Space to think or isolation cell ? ] , a study of the resistance to innovative office environments
(1997)
Opgestaan, plaats vergaan? Statussymbolen in het kantoor van de toekomst’ [Lost your place? Status symbols in the office of the future
R. Dorf, M. Raitanen (1997)
The Balanced Scorecard: Translating Strategy Into ActionProceedings of the IEEE, 85
Mary Zalesny, Richard Farace (1987)
Traditional versus open offices: A comparison of sociotechnical, social relations, and symbolic meaning perspectives.Academy of Management Journal, 30
T. Voordt (2005)
Offices at work, 7
G. Inalhan (2003)
Disproving Widespread Myths about Workplace DesignFacilities, 21
(2000)
Flexido: De effecten in kaart’ [The effects in perspective], Department of Real Estate and Housing
P. Vos, T. Voordt (2002)
Tomorrow’s offices through today’s eyes: Effects of innovation in the working environmentJournal of Corporate Real Estate, 4
D. Clements–Croome (1999)
Creating the Productive Workplace
Robert Brinkerhoff, Dennis Dressler (1989)
Productivity Measurement: A Guide for Managers and Evaluators
A. Brennan, J. Chugh, T. Kline (2002)
Traditional versus Open Office DesignEnvironment and Behavior, 34
(2003)
Costs and Benefits of Innovative Workplace Design’, Centre for People and Buildings
(2003)
‘ Van weerstand naar draagvlak in het implementatieproces van een non - territoriale omgeving ’ [ From van der Voordt Page 147
D. Jonge, C. Rutte (1999)
Een quasi-experimenteel veldonderzoek naar de psychologische effecten van een flexibel kantoor concept, 12
Henry Mintzberg, J. Quinn, S. Ghoshal (1988)
The Strategy Process
‘ Costs and Benefits of Flexible Workspaces ’ , Proceedings of Productivity and employee satisfaction in flexible workplaces Page 146
In the early 1990s, a few organisations in the Netherlands began to experiment with flexible workplaces. Traditional cellular offices and the open‐plan offices or team‐oriented bullpen spaces in which everyone had their own fixed workplace were no longer a matter of course. Making use of modern information and communication technology, the pioneers redirected their attention towards the sharing of activity related workplaces in a combi‐office. Economic considerations (eg low occupancy of expensive workplaces), organisational developments (network organisations, teamwork, fast exchange of knowledge, part‐time work) and external developments (globalisation, strong competition) are important drivers for change. The aim is to stimulate new ways of working (dynamic, less closely linked to place and time), to improve labour productivity and to make major cost savings (fewer workplaces, fewer square metres), without reducing employee satisfaction. Since then a number of new offices have been realised. Twelve per cent of organisations that have moved recently use flexible workspaces for the most part or exclusively. An important question now is whether the aims have been achieved. What are the actual benefits? What are the risks? How should consultants advise their clients? The field is dominated by the opinions of those in favour and those against. Statements expressing the successes or failures of flexible offices contradict each other. Hard data are almost lacking. Due to the scarcity of empirically supported insights, the Delft University of Technology in the Netherlands together with the Centre for People and Buildings and the Centre for Facility Management are carrying out investigations into the costs and benefits of workplace innovation. This paper reports on progress so far, with a focus on employee satisfaction and labour productivity.
Journal of Corporate Real Estate – Emerald Publishing
Published: Apr 1, 2004
Keywords: New offices; Flexible working; Productivity; Employee satisfaction; Research; Post‐occupancy evaluation
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.