{"title":"为什么我们需要员工回到办公室?工作场所设计对组织创造力的影响","authors":"Zita K. Lucius, Svenja Damberg","doi":"10.1111/caim.12611","DOIUrl":null,"url":null,"abstract":"<p>With the ongoing changes in the work environment, specifically turning from fulltime to no time at the office and nowadays pending somewhere in between, there is a need for decision makers to redefine their expectations of a day at the office. Previously, organizations worldwide focussed on creating workplaces that foster interaction and collaboration to enhance knowledge exchange and communication. Both are among the main drivers for stimulating creativity at the workplace, leading to increased innovation activities. Since offices are dramatically changing from lean, work-focused, and hierarchical workstations into employee-oriented, creativity-enhancing spaces with playground artefacts, the need for quantitative research on the effects of workplace design on creativity seems evident for researchers and practitioners. Although prior research has attempted to describe the physical work environment and its impact on creativity, empirical evidence is still lacking on what concrete attributes of a workplace employees perceive as inspiring. We therefore contribute to the existent body of knowledge by establishing a definition for inspiring physical workplaces as perceived by employees in times of digitalization and provide a conceptual model analysing the effects between workplace design, internal knowledge exchange, and creative problem-solving capacity. We assess our survey data with partial least squares structural equation modelling and provide first empirical evidence that our proposed formative index supports the common research agenda within the context of workplace design, and further, that aspects of workplace design not only enhance creative problem-solving capacity as an important dimension of creativity itself, but that this relationship is also partially mediated by internal knowledge exchange.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2024-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12611","citationCount":"0","resultStr":"{\"title\":\"Why we need employees back at the office: The effect of workplace design on creativity in organizations\",\"authors\":\"Zita K. Lucius, Svenja Damberg\",\"doi\":\"10.1111/caim.12611\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>With the ongoing changes in the work environment, specifically turning from fulltime to no time at the office and nowadays pending somewhere in between, there is a need for decision makers to redefine their expectations of a day at the office. Previously, organizations worldwide focussed on creating workplaces that foster interaction and collaboration to enhance knowledge exchange and communication. Both are among the main drivers for stimulating creativity at the workplace, leading to increased innovation activities. Since offices are dramatically changing from lean, work-focused, and hierarchical workstations into employee-oriented, creativity-enhancing spaces with playground artefacts, the need for quantitative research on the effects of workplace design on creativity seems evident for researchers and practitioners. Although prior research has attempted to describe the physical work environment and its impact on creativity, empirical evidence is still lacking on what concrete attributes of a workplace employees perceive as inspiring. We therefore contribute to the existent body of knowledge by establishing a definition for inspiring physical workplaces as perceived by employees in times of digitalization and provide a conceptual model analysing the effects between workplace design, internal knowledge exchange, and creative problem-solving capacity. We assess our survey data with partial least squares structural equation modelling and provide first empirical evidence that our proposed formative index supports the common research agenda within the context of workplace design, and further, that aspects of workplace design not only enhance creative problem-solving capacity as an important dimension of creativity itself, but that this relationship is also partially mediated by internal knowledge exchange.</p>\",\"PeriodicalId\":47923,\"journal\":{\"name\":\"Creativity and Innovation Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.7000,\"publicationDate\":\"2024-04-29\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12611\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Creativity and Innovation Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/caim.12611\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12611","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Why we need employees back at the office: The effect of workplace design on creativity in organizations
With the ongoing changes in the work environment, specifically turning from fulltime to no time at the office and nowadays pending somewhere in between, there is a need for decision makers to redefine their expectations of a day at the office. Previously, organizations worldwide focussed on creating workplaces that foster interaction and collaboration to enhance knowledge exchange and communication. Both are among the main drivers for stimulating creativity at the workplace, leading to increased innovation activities. Since offices are dramatically changing from lean, work-focused, and hierarchical workstations into employee-oriented, creativity-enhancing spaces with playground artefacts, the need for quantitative research on the effects of workplace design on creativity seems evident for researchers and practitioners. Although prior research has attempted to describe the physical work environment and its impact on creativity, empirical evidence is still lacking on what concrete attributes of a workplace employees perceive as inspiring. We therefore contribute to the existent body of knowledge by establishing a definition for inspiring physical workplaces as perceived by employees in times of digitalization and provide a conceptual model analysing the effects between workplace design, internal knowledge exchange, and creative problem-solving capacity. We assess our survey data with partial least squares structural equation modelling and provide first empirical evidence that our proposed formative index supports the common research agenda within the context of workplace design, and further, that aspects of workplace design not only enhance creative problem-solving capacity as an important dimension of creativity itself, but that this relationship is also partially mediated by internal knowledge exchange.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.