Open workspaces for effective knowledge sharing: Is it a real benefit or is it simply fantasy? Book in Scopus uri icon

abstract

  • © 2019 Nova Science Publishers, Inc.Firms must adapt continuously in today¿s knowledge-based economy. That adaptation process means that they explore and assimilate new knowledge - knowledge generation - and exploit existing knowledge - knowledge sharing - to foster innovation and, consequently, survive (Ergazakis, Metaxiotis and Psarras, 2006; Vrontis, Thrassou, Santoro and Papa, 2017). The effectiveness of knowledge sharing is related to significant contextual elements such as top management style, organizational culture, communication mechanisms and workspace layout (Zapata, Pineda and Rodriguez, 2012). From a knowledge-sharing perspective, the main advantage of these workspace layouts is that the interactions between employees are dynamic and easy, allowing for the active engagement of individuals in the ongoing process of socialization, internalization and combination of knowledge (Iskoujina and Roberts, 2015). For the present study, the basic assumption is that open workspaces result in better services and products, higher quality, the efficient use of resources and lower cost because of an effective knowledge-sharing process. Whether these great expectations will be fulfilled for the organization itself remains unclear for employees. Therefore, this chapter aims to contribute to the current literature on knowledge sharing through understanding (1) how open workspace layouts, from a social and spatial proximity perspective, promote faster decision making, operational efficiency and innovativeness and (2) how the (mis)alignment of employee and firm expectations shape this process. To evaluate the phenomenon under study, in which the literature review reflects an incipient stage, an empirical case study was conducted in a large service organization in Monterrey, Mexico. The rationale behind this choice is that service firms have a great tacit component in their organizational knowledge, so they have to use a variety of mechanisms to share this kind of knowledge. To consider the whole complexity of knowledge sharing in open workspaces, triangulation was applied in during data collection to ensure reliability (Miles and Huberman, 1994): semistructured interviews, direct observations and open workspaces layout descriptions were performed. Understanding employee expectations to participate in the knowledgesharing process based on open spaces will support the design of successful physical workspace distribution. Moreover, physical atmosphere and opportunities to share knowledge will directly affect the individual¿s motivation to share his/her knowledge. Focusing on the physical workspace will provide the necessary insight to confirm that behavior can be induced and predetermined, but spatial design and workspace allocation must consider the impact of daily job activities and project objectives in addition to the job position.

publication date

  • January 1, 2019