The dark side of office designs: towards de‐humanization

Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees working in a variety of office designs, and conducted 12 semi‐structured interviews among the respondents to the survey in order to investigate how they experienced their office designs, notably in terms of de‐humanization. Results showed that the three specific office designs under study (i.e. cell, open‐plan, and flex offices) are associated with different levels of de‐humanization and that this feeling of de‐humanization mediates their impact on employees’ job satisfaction, affective organizational commitment, extra‐role performance, psychological strains, and turnover intentions. Interviews’ analysis reveals three main mechanisms in the development of the feeling of de‐humanization in such office designs: a triple feeling of dispossession (of space, voice and professional mastery), a feeling of abandon and an injunction to adopt a modern behaviour.     

“Squeezing R&D”: A Study of Organizational Slack and Knowledge Creation in NPD,Using the SECI Model

During new product development (NPD), functional areas such as marketing, R&D, and manufacturing work together to understand customer needs, create product concepts, and solve technical issues. NPD is dependent on the creation of new knowledge and the interplay between tacit knowledge (knowledge that is difficult to articulate and codify) and explicit knowledge (knowledge that can be codified and documented). Knowledge creation requires time and resources, and the dichotomy facing senior management is how much spare capacity in NPD teams—so‐called organizational slack—is appropriate. Too much organizational slack and precious development resources will be wasted; but when slack is eliminated, there is a danger that knowledge creation will be severely hindered. There have been very few studies of organizational slack at the project level, and so the aim of our research was to examine the impact of changes in organizational slack on knowledge creation in NPD projects. Six projects were studied at two companies, over a two‐year period. Multiple sources of data were used to determine how changes in organizational slack impacted knowledge creation, which was operationalized using Nonaka's socialization, externalization, combination, and internalization (SECI) model. It was found that the creation of knowledge in NPD projects is susceptible to changes in organizational slack. A significant finding was that every time there were changes in organizational slack, there was always some impact on knowledge creation. Increased slack enabled knowledge creation; but, importantly, the impacts of decreasing organizational slack were often very negative and disrupted the work of NPD teams, particularly at the end of projects. Managers who feel that “squeezing R&D” is important should think again—their action might disrupt knowledge creation and compromise innovation.     

Balancing creativity and time efficiency in multi‐team R&D projects: the alignment of formal and informal networks

The business world is denoted by an increasing number of multi‐team research and development (R&D) projects, however, managerial knowledge about how to run them successfully is scarce. The present study attempts to shed light at this kind of projects by investigating the alignment of formal and informal network structures and their effect on the challenge to balance project creativity and time efficiency. In order to analyze this issue data in two multi‐team R&D projects in space industry are collected. There are two intriguing findings that are partly contradicting the state‐of‐the‐art knowledge. First, formally ascribed design interfaces and informal communication networks overlap only marginally because the informal communication networks are characterized by many more linkages. Second, the weak overlap between formally ascribed design interfaces and the informal communication networks is inversely U‐shaped associated with the team's creativity, whereas it negatively impacts the team's time efficiency.     

Knowledge Sharing in Interorganizational Product Development Teams: The Effect of Formal and Informal Socialization Mechanisms*

Working collaboratively with suppliers is increasingly cited as a “best practice” in product development. The importance of sharing knowledge between buyer and supplier in this context has been well recognized, although comparatively little research exists on the interorganizational socialization mechanisms that facilitate it. The present research proposes and tests a theoretical model of the impact of formal and informal socialization mechanisms on the level of knowledge sharing within interorganizational product development projects and the subsequent effect on buyer firm performance. Results from this study of 111 manufacturing organizations in the United Kingdom largely support its hypotheses. It is revealed that informal socialization mechanisms (e.g., communication guidelines, social events) play an important role in facilitating interorganizational knowledge sharing, whereas formal socialization mechanisms (e.g., cross‐functional teams, matrix reporting structures) act indirectly through informal socialization to influence knowledge sharing. The results also show that interorganizational knowledge sharing is positively associated with supplier contribution to development outcomes, which, in turn, improves buyer product development performance and, ultimately, financial performance. Product development managers are encouraged to build social ties between interorganizational development teams to increase the flow of knowledge and to improve both product development outcomes and financial performance.     

Office Rent Determinants in the Chicago Area

This paper analyzes 1990 office asking rents in the Chicago metropolitan area. It carefully specifies a measure of the present value of a lease, taking account of important properties of rent offers. This present value is the dependent variable in the statistical analysis. The sample data analyzed pertain to 543 offices that contain about 80% of the office space in the metropolitan area. The present value of asking rents is related to many building characteristics and to each building's location. The analysis demonstrates that asking rents depend on about fifteen characteristics of the building and on a careful specification of its location.     

Social support in the workplace between teleworkers,office‐based colleagues and supervisors

This paper draws upon the findings of qualitative interviews carried out with teleworkers, their office‐based colleagues and supervisory staff of a teleworking initiative introduced by a UK public sector local authority to explore workplace social support relationships. Our study found differences between office‐based and permanent teleworking staff in terms of social support. For teleworkers relationships at work are complex, with social support networks being established prior to working at home. By working from home, teleworkers were able to develop greater social support relationships with some colleagues, predominantly other teleworkers, while at the same time allowing them to distance themselves from negative work relationships. Overall, a social disconnection developed between teleworkers and office‐based staff. In contrast social support was more important for office‐based workers, who valued co‐worker relationships with other office‐based staff.     

The determinants of academic spin‐off creation by Italian universities

The aim of this work is to investigate the university level determinants of academic spin‐off (ASO) firm creation in Italy. We are interested in particular in the relationship between university funding and the university propensity to create spin‐offs, and test the effect of public and third‐party funds on this tendency. We estimate the effect of several variables for the characteristics of the university and the context. In contrast to our expectations, results indicate that third‐party funding does not exert an effect on the propensity of the university to generate ASO firms. Similarly, and in contrast to what the literature suggests, scientific productivity, context innovativeness and patenting experience also do not have a positive and significant effect on the propensity to generate spin‐offs. We find that ASO creation is influenced by the amount of public income, by past experience in creating spin‐offs and by the presence of a technology transfer office. This work contributes to our understanding of the differences between Italy and the Anglo‐Saxon countries in relation to the phenomenon of ASO creation and has some important implications for policy.     

The Transformation of the Innovation Process: How Digital Tools are Changing Work,Collaboration, and Organizations in New Product Development*

Over the past several decades, digitization has invaded all areas of human activity, including innovation. The result of digitization of existing tools for design and collaboration, and the introduction of entirely new digital tools, is a far more substantive change of innovation than previous generations of tools enabled. It affects not only the quality of the output and speed of its generation, but it affects the innovation work itself, changes work content, collaboration patterns, decision authority, organizational set‐ups, governance structures, firm boundaries, and ultimately entire ecosystems. In this paper, the digitization of New Product Development (NPD), a subset of innovation, is studied to pursue two research questions: (1) How has the digital tool landscape in NPD changed over the past 15 years, and (2) how have these changes affected how firms innovate? This research uses a longitudinal multi‐method, qualitative approach to deep dive into actual use cases of digital design tools such as computer‐aided design CAD and new tools such as collaborative information technology (CIT). The changes in these tools and observations into how these tools are transforming the very nature of how things are designed is the research focus of this study. These tools have become increasingly more sophisticated while being easier to use and are integrated earlier in the design process. As a result, digital tools have a far broader reaching impact than previous generation of tools. Not only do they affect output and process efficiency, but they also increase depth and breadth of the work of individual innovators, they lead to rearrangement of the entire innovation processes, enable new configurations of people, teams, and firms, and rewrite the rules on how knowledge management acts as a critical competitive capability. The progression of digitization is laying the groundwork for changes to what firms are and do and points to different ways of organizing, specializing, and training for NPD professionals.     

Entrepreneurial orientation and firm performance: The role of knowledge creation process

This study examines the relationships among entrepreneurial orientation, knowledge creation process, and firm performance using survey data from 165 entrepreneurs. We use LISREL analysis to test the direct and indirect effects of the entrepreneurial orientation on firm performance. Knowledge creation process - operationalized to reflect the dimensions of socialization, externalization, combination, and internalization - is used as the mediating variable for explaining the relationship between entrepreneurial orientation and firm performance. The results indicate that the significance of the direct effect of entrepreneurial orientation on firm performance is reduced when the indirect effect of entrepreneurial orientation through knowledge creation process is included in a total effect model. Consequently, entrepreneurial orientation is positively related to firm performance, and knowledge creation process plays a mediating role in this relationship.     

Co‐creation in Radical Service Innovation: A Systematic Analysis of Microlevel Processes

This empirical paper presents the results of a detailed case‐study investigation of co‐creation in radical service innovation. The rationale for the paper is that detailed interventions must be tracked to offer a realistic account of how co‐creation occurs. This provides a strong empirical contribution to the emerging body of scholars developing the co‐creation paradigm, predominantly characterized by conceptual advances in service‐dominant logic. Our focus is on radical service innovation, which is disruptive in the sector. The overall aim of the paper is to unravel the nature of microlevel processes of co‐creation in radical service innovation. The study adopts sequential analysis to examine co‐creation. Patterns of sequences of actions and interactions associated with 40 incremental developments, involving multiple actors, are investigated. These co‐created innovative developments underpin the emergence of a radical telematics‐based motor insurance service. The findings suggest that the co‐creation path is not simple or uni‐faceted, and the paper unravels the nature of complex patterns of activities and interactions, Our in‐depth systematic analysis illuminates a combination approach with two main patterns of sequences: one dominated by ad‐hoc and enduring independent innovation activities by network actors and one dominated by lead‐firm innovation and interaction activity. The findings advance knowledge of the way co‐creation occurs in radical service innovation. The study results suggest that managerial attention be placed to, first, finding ways to induce independent innovative behavior from network partners and, second, to the development of interaction mechanisms to foster sharing and visualization of such innovation advances.     

Determinants of Location for General Purpose Office Firms within Medium Size Cities*

This study examines determinants of the downtown/non-downtown location choice for general purpose rental office users. It presents a model of location choice which accounts for linkages, personnel commuting costs and location of market centroid. It fits the model to survey data on office space usage, distinguishing between market oriented and non-market oriented firms. The study finds that market oriented firms are primarily sensitive to market location, while non-market oriented firms are more sensitive to linkages and personnel commuting costs. It also finds that linkages play a limited role in the location decisions even for non-market oriented offices because, in the medium size cities studied, few firms are linkage intensive.     

Face-to-face interactions,tenant resilience,and commercial real estate performance

We study the impact of face-to-face (FTF) interactions on commercial real estate (CRE) performance. By linking tenants, properties, and CRE firms, we construct three novel FTF measures that capture tenant remote working, internal communication between coworkers, and external contact with customers. Using the COVID-19 pandemic as an exogenous shock to the FTF economy, we find that firms holding properties with tenants that are more resilient to social distancing perform better. These FTF effects weaken over the long term, however. As investors are capable of compiling valuable information at granular levels regarding how tenants operate, our findings support market efficiency and shed light on postpandemic CRE performance.     

The Value of Customer Cocreated Knowledge during the Innovation Process

Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively engage in a firm's innovation process and take over innovation activities traditionally performed by a firm's employees. Despite its suggested importance, previous research has revealed contradictory findings regarding its impact, the nature of involved customers, and the channels of communication that enable cocreation. To provide a more fine‐grained picture, customer cocreated knowledge is first delineated into its key value dimensions of relevance, novelty, and costs, and then their impact on various innovation outcomes is investigated. Next, the study examines the antecedent role of customer determinants; that is, lead user characteristics and customer–firm closeness, on these knowledge value dimensions. Finally, we explore how these effects are moderated by the type of communication channel used. An empirical validation of the conceptual model is performed by means of survey data from 126 customer cocreation projects. The data analysis indicates that customer cocreation is most successful for the creation of highly relevant but moderately novel knowledge. Cocreation with customers who are closely related to the innovating firm results in more highly relevant knowledge at a low cost. Yet, cocreation with lead users produces novel and relevant knowledge. These effects are contingent on the richness and reach of the communication channels enabling cocreation. Overall, the findings shed light on opportunities and limitations of customer cocreation for innovation and reconcile determinants originating in relationship marketing and innovation management. At the same time, managers obtain recommendations for selecting customers and communication channels to enhance the success of their customer cocreation initiatives.     

Looking for people,places and connections: hindrances when working in multiple locations: a review

Mobile multi‐locational workers move a lot spatially, utilise different locations for work and communicate with others via electronic tools. This article presents an analysis of previously published empirical studies focusing on mobile workers' experiences of hindrances in five types of locations. Our review shows that some of the hindrances are unique for certain types of locations, while others recur in all or most of them. The change of physical locations results in continuous searching for a place to work and remaining socially as an outsider in all communities, including the main office. Limited connections and access in used locations seem to be the main challenges of virtual spaces despite of the recent developments in technology. In addition, we discuss the importance to consider hindrances caused by changing contexts as job demands, which can be influenced in work re/designing process.     

Emotions and the spatialisation of social relations in text‐based computer‐mediated communication

This paper advances our knowledge of emotions in virtual teams using text‐based computer‐mediated communication. The literature's preoccupation with the absence of physical cues of emotion has meant we lack both an understanding of how emotions are co‐constructed through interaction and an explanation of their role in the social relations of virtual teams. Adopting a communicative view of emotion, we present the findings of a longitudinal study of a virtual team within a transnational collaborative project. We present three aspects of interaction that demonstrate how team members' experience and understanding of the emotions expressed through, and suppressed from, text‐based messages are influenced by the styles and patterns of interaction enabled by technology. Where our three aspects tend towards stasis, we argue that emotion provides a temporal dimension to a process of ‘spatialising’ social relations by connoting what should change, or what should endure, between people.     

Three generations of Telework: New ICTs and the (R)evolution from Home Office to Virtual Office

‘New ICTs’, such as smartphones and tablet computers, have revolutionised work and life in the 21st Century. Crucial to this development is the detachment of work from traditional office spaces. Today's office work is often supported by Internet connections, and thus can be done from anywhere at any time. Research on detachment of work from the employer's premises actually dates back to the previous century. In the 1970s and 1980s, Jack Nilles and Allan Toffler predicted that work of the future would be relocated into or nearby employees’ homes with the help of technology, called ‘Telework’. Analysing technological advancements—the enabling forces of change in this context—over four decades sheds new light on this term: they have fostered the evolution of Telework in distinct stages or ‘generations’. Today's various location‐independent, technology‐enabled new ways of working are all part of the same revolution in the inter‐relationship between paid work and personal life.     

Pawn to Save a Chariot,or Drawbridge Into the Fort? Firms' Disclosure During Standard Setting and Complementary Technologies Within Ecosystems

Research summary: W ithin an ecosystem, standard setting coordinates development of complementary technologies across firms. But each firm can itself own multiple of these complementary technologies. We study how a firm's own complementary technologies influence its disclosure inclination during standard setting. We identify a tradeoff: disclosure increases value‐creation of the firm's non‐disclosed complementary technologies, but also heightens expropriation risk. Using data on the U.S. communications equipment industry 1991–2008, we show that the firm's complementary technologies increase its disclosure inclination when its technological areas are less crowded, but decrease such inclination when there are SSO members with strong expropriation abilities. Findings stress that disclosure involves but a piece of the firm's portfolio; a systemic perspective of the entire portfolio provides a more comprehensive picture of value‐creation during standard setting . Managerial summary: W hy should a firm disclose its key technology to participate in standard setting within an ecosystem? We urge managers to think beyond “disclosing to ensure compatibility with other firms' complementary technologies within the ecosystem” as a motivation, to also consider how disclosure affects the firm's own complementary technologies within its portfolio. Disclosure in one technological area makes the firm's nondisclosed complementary technologies in other areas more valuable to itself, especially with fewer rivals competing in these other areas. But disclosure also renders the firm susceptible to losing these complementary technologies to rivals, especially when rivals have strong expropriation abilities. Analyzing disclosure decisions by communication equipment firms, we show that this tradeoff is indeed a relevant consideration in managers' strategic calculations when participating in standard setting . Copyright © 2017 John Wiley & Sons, Ltd.     

岭南畲族服饰纹样的艺术特征及文化意蕴探究

岭南地区畲族人民以织、绣、挑、贴等各种工艺手法创造了千姿百态、色彩斑斓、古朴纯真的服饰纹样。本文着重探讨畲族服饰纹样的创作题材、构图形式及蕴含在纹样背后的民族信仰、精神追求和思想情感。旨在充实岭南民族文化和民族习俗的研究,也为现代创作提供素材。     

Transaction Cost, Social Capital and Firms' Synergy Creation in Chinese Business Networks: An Integrative Approach

Overseas Chinese business networks have been a powerful growth engine propelling local economies in Southeast Asia and the Greater China region. However, relatively little research has been conducted on the relationship between social capital and a firm's synergy creation in overseas Chinese business networks. To narrow this knowledge gap, this study adopts an integrative approach drawing on two complementary theories of transaction cost economics (TCE) and social capital to investigate how a firm creates synergy in overseas Chinese business networks. A multiple regression method was used to test hypotheses. The results indicate that repeat transactions and close ties with government offices and financial institutions contributed positively towards a firm's synergy creation while other variables such as trust, transaction uncertainty and information sharing did not show any significant relationship with synergy creation. Data from 108 Hong Kong-based Chinese manufacturing firms provide evidence that the integrative approach is rather effective in studying a firm's synergy creation in the context of interorganisational relationships.     

Plant location and place marketing: understanding the process from the business customer's perspective

In the past decade, there has been an increased interest in place marketing, especially as countries and locations have been spending more money to encourage firms to locate their offices and plant locations in the place marketer's area. In this paper, we examine the place marketing from the perspective of the marketer and that of the business customer, specifically in the area of communication and information distribution (in the era of the Internet). In literature, place marketing strategies vary from the very simple to the very sophisticated. Through examination of present marketing and communication practices of place marketers, we find that these strategies are unplanned or “seat of the pants.” We also find that the primary reason for the lack of deliberate and targeted strategies is a lack of understanding of customer decision-making processes. We suggest that only by understanding differences in business customer segments of the market can place marketers become more efficient and effective in winning plant placements. Using data from business customer decision-making processes, we attempt to close the knowledge gap.