KONTORET FÖR ALLA - En kvalitativ studie om företagskultur och nyttjande av aktivitetsbaserade kontor

Detta är en Kandidat-uppsats från Göteborgs universitet / / Institutionen för sociologi och arbetsvetenskap

Sammanfattning: Many employers today choose to implement Activity Based Workplaces (ABWs) with theintention to promote productivity, innovation and effectiveness. The idea of implementing anABW is to have workspaces adapted to different kinds of work activities. As the office conceptchanges, the employees’ behavior patterns are also expected to change. The managementintroduces new rules and structures which serve as a guide on how the office should be used.Despite extensive preparatory work, however, many organizations experience the that office isnot being used as intended.The aim of this study is to examine how organizational culture affects the usage of ABWs andhow ABWs can affect organizational culture. The study is based on ten qualitative interviewswith employees at an IT consulting company which has recently implemented an ABW. Theinterviewees answered questions concerning the usage of the office and their experience of theorganizational culture. In the study, organizational culture is divided into formal and informalorganizational culture. While formal organizational culture is based on structure and rules setby management informal organizational culture seeks to describe more abstract phenomena thatarise in the interpersonal interaction.3The result of the study shows that the employees' usage of the office is affected by bothformal and informal factors. A main finding shows that the relationship with colleaguesgreatly influences how and if employees choose to use the office. This, in combination withthe new office design, leads to employees actively choosing a place to work based on wherethe colleagues are sitting. Furthermore, the interviewees find that the new office design tosome extent creates obstacles to their cooperation with colleagues. Examples of suchobstacles are difficulties in locating one another and perceived lack of desired work spaces. Aconclusion drawn in this study, since new rules and structures have been created due to thenew office, is that the ABW influences the formal organizational culture. Furthermore, it isconcluded that the informal organizational culture is not affected by the implementation ofABW. But since informal organizational culture changes over a longer period of time it ispossible that such consequences haven not yet appeared and hence do not fit within the frameof this study. Regarding the usage of the activity-based office, a conclusion is drawn that bothformal and informal organizational culture affect the employees' behaviors.

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