95:) is an organizational strategic framework that recognizes that people often perform a variety of activities in their day-to-day work, and therefore need a variety of work settings supported by the right technology and culture to carry out these activities effectively. Based on activity, individuals, teams, and the organization are empowered to achieve their full potential by developing a culture of connection, inspiration, accountability, and trust. On a personal level, ABW also enables each person to organize their work activities in a way that best suits what and with whom they are trying to accomplish, promoting productivity and engagement at work. Although not normally implemented as a cost-saving
156:
obstacles and issues of concern when practicing the activity-based office concept. A study carried out in activity-based workplace settings reports that employees without an assigned desk complain of desk shortages, difficulty finding colleagues which limits immediate collaboration, wasted time finding and setting up a workstation, and limited ability to adjust or personalise workstations to meet individual ergonomic needs. Another study suggest the impact of office design on occupants' satisfaction, perceived productivity and health, pointing towards reduced time workers spent seated in ABW offices
160:
Working transitions. The research project was started in July 2019, and was impacted by the COVID-19 pandemic in 2020. The report included 32,369 responses spanning 11 countries, and explored questions used in
Leesman Index surveys providing valuable context to understanding office workers' behaviour - with the opportunity to explore what factors would be most important as organisations transition to a post-pandemic return to the office. The data tells us not only what type of workplace to return to, but also how to do so.
36:
99:, it can produce efficiencies and cost savings through more effective collaboration and team work. Inspiring spaces that evolve from an activity-based approach are designed to create opportunities for a variety of workplace activities, ranging from intense focused work to collaboration, as well as areas for meetings, whether formal or impromptu.
155:
The concept of activity-based workplace has been implemented in organisations as a solution to improve office space efficiency. However, the question of whether or not office workers' comfort or productivity are compromised in the pursuit of space efficiency has not been fully investigated. There are
111:
The first known reference to an activity-based analysis of office work modes was by
American architect Robert Luchetti in the late 1970s. in 1983, Luchetti co-invented the now widely accepted concept of the office as a series of "activity settings". In an activity settings-based environment, multiple
151:
The activity-based office concept is said to increase productivity through the stimulation of interaction and communication while retaining employee satisfaction and reducing the accommodation costs. Although some research has gone into understanding the added value, there is still a need for sound
102:
ABW is a framework that encompasses a holistic way of working that goes beyond the physical office space, incorporating the technological platforms and tools as well as the digital and cultural environments that support work activities - with an ultimate goal of encouraging individuals to flourish,
168:
To create a successful work environment, it is important to have insight into the demands and behaviours of the employees using this environment. Recently there has also been a move towards understanding interior design features underpinning occupants' higher satisfaction results in ABW, open-plan
159:
The most recent study released in 2020 by
Veldhoen + Company, the founders of Activity Based Working, was the biggest global research project on Activity Based Working. The research set out to understand the measurable impact of Activity Based Working and the drivers of success in Activity Based
103:
teams to connect, and organizations to thrive. However, some studies have suggested that ABW can have negative impacts on an organization by reducing face-to-face interactions and increasing email traffic significantly.
172:
However, the three fundamental pillars that support a new way of working continue to be the same - the (1) behavioural, (2) virtual and (3) physical work environments, which can be linked to the working processes of
380:
Kim J.; Candido C.; Thomas L.; de Dear R. (July 1, 2016). "Desk ownership in the workplace: The effect of non-territorial working on employee workplace satisfaction, perceived productivity and health".
112:
settings are provided which have different technical and physical attributes assembled to support the variety of performance "modes" that take place in a
301:
189:
and other workplace metrics will continue to shape the future of leaders ability to understand and plan for the future of their organisations.
578:"A Critical Analysis of the Applications and Limitations of Organizational Network Analysis in the Workplace to Drive Organizational Change"
277:
364:
75:
57:
186:
46:
256:
642:
354:
609:
152:
data on the relationship between office design, its intentions and the actual use after implementation.
492:
448:
647:
182:
136:
50:
that states a
Knowledge editor's personal feelings or presents an original argument about a topic.
589:
558:
493:"The Impact of Activity Based Working. A research on measurable outcomes and key differentiators"
429:
601:
597:
360:
96:
538:
409:
219:
581:
550:
519:
421:
390:
335:
113:
320:
622:
174:
539:"Designing activity-based workspaces: satisfaction, productivity and physical activity"
510:
Oseland, N. (November 20, 2009). "The impact of psychological needs on office design".
410:"Designing activity-based workspaces: satisfaction, productivity and physical activity"
238:
139:
in the
Netherlands. The company gained wide recognition with its advertising campaign
17:
636:
593:
562:
433:
261:
143:
which was adopted from their vision and brought to life in their new way of working.
123:
by Erik
Veldhoen, a Dutch consultant with Veldhoen + Company, and author of the book
278:"Opinion: Covid will force us to reimagine the office. Let's get it right this time"
394:
554:
425:
185:
in the work environment. Access to new technologies and analysis methods such as
198:
537:
Candido C.; Thomas L.; Haddad S.; Zhang F.; Mackey M.; Ye W. (April 3, 2019).
523:
408:
Candido C.; Thomas L.; Haddad S.; Zhang F.; Mackey M.; Ye W. (April 3, 2019).
339:
128:
577:
302:"Cozy in Your Cubicle? An Office Design Alternative May Improve Efficiency"
585:
319:
Rianne Appel-Meulenbroek; Peter
Groenen; Ingrid Janssen (May 31, 2011).
127:. Activity Based Working was first implemented in the Netherlands by
119:
The term "Activity Based
Working" was first coined in the book the
467:
29:
321:"An end-user's perspective on activity-based office concepts"
239:"Veldhoen + Company on COVID-19 and The New Future of Work"
178:
47:
personal reflection, personal essay, or argumentative essay
131:
in collaboration with
Veldhoen + Company in the nineties.
257:"Open offices can lead to closed minds | The Economist"
53:
8:
76:Learn how and when to remove this message
210:
618:
607:
449:"The Impact of Activity Based Working"
7:
468:"Measuring your employee experience"
164:Activity-based offices of the future
543:Building, Research and Information
414:Building, Research and Information
27:Organisational strategic framework
25:
220:"What is Activity Based Working?"
512:Journal of Corporate Real Estate
328:Journal of Corporate Real Estate
34:
187:Organisational Network Analysis
395:10.1016/j.buildenv.2016.04.015
1:
555:10.1080/09613218.2018.1476372
426:10.1080/09613218.2018.1476372
141:"Interpolis. Crystal clear",
664:
576:Kearney, Jo (2019-12-20).
524:10.1108/14630010911006738
389:(Supplement C): 203–214.
369:– via Google Books.
340:10.1108/14630011111136830
147:The activity-based office
383:Building and Environment
125:The Demise of the Office
353:Veldhoen, Erik (2004).
218:Kamperman, Luc (2020).
617:Cite journal requires
89:Activity-based working
56:by rewriting it in an
18:Activity Based Working
308:. September 19, 2014.
586:10.2139/ssrn.3564195
359:. Academic Service.
491:Yu, Robbie (2020).
237:Mapes, Una (2020).
183:facility management
137:insurance companies
497:Veldhoen + Company
453:Veldhoen + Company
447:Chen, Zoe (2020).
356:The Art of Working
276:UCL (2020-08-04).
243:Veldhoen + Company
224:Veldhoen + Company
135:is one of largest
58:encyclopedic style
45:is written like a
580:. Rochester, NY.
97:business strategy
86:
85:
78:
16:(Redirected from
655:
643:Office buildings
627:
626:
620:
615:
613:
605:
573:
567:
566:
534:
528:
527:
507:
501:
500:
488:
482:
481:
479:
478:
463:
457:
456:
444:
438:
437:
405:
399:
398:
377:
371:
370:
350:
344:
343:
325:
316:
310:
309:
298:
292:
291:
289:
288:
273:
267:
266:
253:
247:
246:
234:
228:
227:
215:
114:work environment
81:
74:
70:
67:
61:
38:
37:
30:
21:
663:
662:
658:
657:
656:
654:
653:
652:
633:
632:
631:
630:
616:
606:
575:
574:
570:
536:
535:
531:
509:
508:
504:
490:
489:
485:
476:
474:
465:
464:
460:
446:
445:
441:
407:
406:
402:
379:
378:
374:
367:
352:
351:
347:
323:
318:
317:
313:
300:
299:
295:
286:
284:
275:
274:
270:
255:
254:
250:
236:
235:
231:
217:
216:
212:
207:
195:
175:human resources
166:
149:
109:
82:
71:
65:
62:
54:help improve it
51:
39:
35:
28:
23:
22:
15:
12:
11:
5:
661:
659:
651:
650:
645:
635:
634:
629:
628:
619:|journal=
568:
549:(3): 275–289.
529:
518:(4): 244–254.
502:
483:
466:Tree, Indigo.
458:
439:
420:(3): 275–289.
400:
372:
365:
345:
334:(2): 122–135.
311:
293:
268:
248:
229:
209:
208:
206:
203:
202:
201:
194:
191:
165:
162:
148:
145:
121:Art of Working
108:
105:
84:
83:
42:
40:
33:
26:
24:
14:
13:
10:
9:
6:
4:
3:
2:
660:
649:
646:
644:
641:
640:
638:
624:
611:
603:
599:
595:
591:
587:
583:
579:
572:
569:
564:
560:
556:
552:
548:
544:
540:
533:
530:
525:
521:
517:
513:
506:
503:
498:
494:
487:
484:
473:
469:
462:
459:
454:
450:
443:
440:
435:
431:
427:
423:
419:
415:
411:
404:
401:
396:
392:
388:
384:
376:
373:
368:
366:9789052614915
362:
358:
357:
349:
346:
341:
337:
333:
329:
322:
315:
312:
307:
303:
297:
294:
283:
279:
272:
269:
264:
263:
262:The Economist
258:
252:
249:
244:
240:
233:
230:
225:
221:
214:
211:
204:
200:
197:
196:
192:
190:
188:
184:
180:
176:
170:
163:
161:
157:
153:
146:
144:
142:
138:
134:
130:
126:
122:
117:
115:
106:
104:
100:
98:
94:
90:
80:
77:
69:
59:
55:
49:
48:
43:This article
41:
32:
31:
19:
610:cite journal
571:
546:
542:
532:
515:
511:
505:
496:
486:
475:. Retrieved
471:
461:
452:
442:
417:
413:
403:
386:
382:
375:
355:
348:
331:
327:
314:
305:
296:
285:. Retrieved
281:
271:
260:
251:
242:
232:
223:
213:
171:
167:
158:
154:
150:
140:
132:
124:
120:
118:
110:
101:
92:
88:
87:
72:
63:
44:
648:Real estate
199:Hot desking
637:Categories
477:2023-04-10
287:2023-04-10
205:References
133:Interpolis
129:Interpolis
594:219382474
563:116531452
434:116531452
306:Bloomberg
66:June 2023
282:UCL News
193:See also
169:offices
602:3564195
472:Leesman
107:History
52:Please
600:
592:
561:
432:
363:
590:S2CID
559:S2CID
430:S2CID
324:(PDF)
623:help
598:SSRN
361:ISBN
181:and
582:doi
551:doi
520:doi
422:doi
391:doi
387:103
336:doi
93:ABW
639::
614::
612:}}
608:{{
596:.
588:.
557:.
547:47
545:.
541:.
516:11
514:.
495:.
470:.
451:.
428:.
418:47
416:.
412:.
385:.
332:13
330:.
326:.
304:.
280:.
259:.
241:.
222:.
179:IT
177:,
116:.
625:)
621:(
604:.
584::
565:.
553::
526:.
522::
499:.
480:.
455:.
436:.
424::
397:.
393::
342:.
338::
290:.
265:.
245:.
226:.
91:(
79:)
73:(
68:)
64:(
60:.
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.