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Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process

Author

Listed:
  • Eva L. Bergsten

    (Faculty of Health and Occupational Studies, Department of Occupational Health Sciences and Psychology, University of Gavle, 801 76 Gävle, Sweden)

  • Katarina Wijk

    (Faculty of Health and Occupational Studies, Department of Occupational Health Sciences and Psychology, University of Gavle, 801 76 Gävle, Sweden
    Centre for Research and Development, Region Gavleborg/Uppsala University, 801 87 Gävle, Sweden
    Department of Public Health and Caring Sciences, Uppsala University, 751 23 Uppsala, Sweden)

  • David M. Hallman

    (Faculty of Health and Occupational Studies, Department of Occupational Health Sciences and Psychology, University of Gavle, 801 76 Gävle, Sweden)

Abstract

Activity-based workplaces (ABW) have been implemented in many organizations to offer office flexibility and decrease facility costs. Evaluations of the ABW implementation process are rare. The study aimed to examine the ABW relocation process of two offices in a Swedish governmental agency and to explore factors that influence the implementation process and satisfaction with it. Qualitative or quantitative data were collected on process variables (context, recruitment, reach, dose delivered, dose received, satisfaction), barriers and facilitators to the process were explored in focus group interviews, and immediate outcomes (perceived knowledge, understanding office rules, satisfying information and support) were measured by questionnaire before and after the relocation. The evaluation showed that recruitment was unsatisfactory and reach insufficient—and participation in activities was thus low for both offices. However, intended changes improved. Unclear aims of ABW, lack of manager support and, lack of communication were some of the reported barriers to participation, while a well-planned process, work groups, and program activities were facilitators. Thus, to increase satisfaction with the relocation, our results suggest that recruitment should be thoroughly planned, taking these factors into account to increase participation. This knowledge may be useful for planning and designing successful ABW relocations and evaluations.

Suggested Citation

  • Eva L. Bergsten & Katarina Wijk & David M. Hallman, 2021. "Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process," IJERPH, MDPI, vol. 18(21), pages 1-16, October.
  • Handle: RePEc:gam:jijerp:v:18:y:2021:i:21:p:11456-:d:669149
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    References listed on IDEAS

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    1. Alexander Bick & Adam Blandin & Karel Mertens, 2023. "Work from Home before and after the COVID-19 Outbreak," American Economic Journal: Macroeconomics, American Economic Association, vol. 15(4), pages 1-39, October.
    2. Sofie Bjärntoft & David M. Hallman & Svend Erik Mathiassen & Johan Larsson & Helena Jahncke, 2020. "Occupational and Individual Determinants of Work-life Balance among Office Workers with Flexible Work Arrangements," IJERPH, MDPI, vol. 17(4), pages 1-15, February.
    3. Lauren Arundell & Bronwyn Sudholz & Megan Teychenne & Jo Salmon & Brooke Hayward & Genevieve N. Healy & Anna Timperio, 2018. "The Impact of Activity Based Working (ABW) on Workplace Activity, Eating Behaviours, Productivity, and Satisfaction," IJERPH, MDPI, vol. 15(5), pages 1-16, May.
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    1. Eva L. Bergsten & Katarina Wijk & David M. Hallman, 2022. "Implementation of Activity-Based Workplaces (ABW)—The Importance of Participation in Process Activities," IJERPH, MDPI, vol. 19(21), pages 1-11, November.

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