lnu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Good Bye line organization: we take a step towards an activity based future
University of Turku, Finland.
Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship. University of Turku, Finland.
2017 (English)In: Paper presented at Hallinnon ja kuntatutkimuksen tiedepäivät 2017, Tampere, Finland, November 16-17, 2017, 2017Conference paper, Published paper (Refereed)
Abstract [en]

People have expectations for knowledge-intensive organizations and physical spaces. Institutionalized assumptions like expectations, reputation, images and other visual features produce image of the products of knowledge-intensive organizations and the organization´s level of expertise. (Alvesson 2001, p.870).  In this study, the case organization is a Finnish public-sector pension organization. Organization is in cultural change, because its´ position as pension monopoly is opening. Currently, the Head quarter – the physical building and the office space – indicates hierarchy and experience. Everything (physical elements and artifacts of people´s behavior) expresses hierarchy and power. Basically, the size of the rooms and the floor number tells how important employers´ job title is in the organization hierarchy.

This research is based visual methods. Empirical data is based author´s reflection as a project manager, interviews of management, pictures, photos, observations, workshop materials and corporate documents. Analysis of visuals can provide a new way of looking working life and organizational hierarchy. According to Eriksson and Kovalainen (2014, 343) equally interesting new field of business research is the analysis of spaces and places which embody cultural and shared values and assumptions and industrial tacit knowledge. (Eriksson & Kovalainen 2014, 343). The concept of activity based office is different from a conventional open space office layout because it offers a high diversity of workplaces depending on the activity. The multi-space work concept can easily be adapted with low-cost to changing requirements. (Boutellier, Ullman, Schreiber, Naef 2008, 378).

The data analysis is still on going and the results are tentative, but nevertheless, the analysis indicates that process of cultural change takes long period and it can be hard for employees. After a year observation, the hierarchy levels are opening and people´s way of working is coming more digital. Empirical data shows activity based office reinforcing group performance and having positive impact in group processes.

Place, publisher, year, edition, pages
2017.
National Category
Economics and Business
Research subject
Economy, Business administration
Identifiers
URN: urn:nbn:se:lnu:diva-79213OAI: oai:DiVA.org:lnu-79213DiVA, id: diva2:1270796
Conference
Hallinnon ja kuntatutkimuksen tiedepäivät 2017, Tampere, Finland, November 16-17, 2017
Available from: 2018-12-14 Created: 2018-12-14 Last updated: 2018-12-14Bibliographically approved

Open Access in DiVA

No full text in DiVA

Authority records BETA

Kallio, Tomi J.

Search in DiVA

By author/editor
Kallio, Tomi J.
By organisation
Department of Organisation and Entrepreneurship
Economics and Business

Search outside of DiVA

GoogleGoogle Scholar

urn-nbn

Altmetric score

urn-nbn
Total: 8 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf