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|Publication type:||Article in scientific journal|
|Type of review:||Peer review (publication)|
|Title:||Functions and relevance of spatial co-presence : lessons learned from the COVID-19 pandemic for evidence-based workplace and human capital management|
|Published in:||Frontiers in Built Environment|
|Publisher / Ed. Institution:||Frontiers Research Foundation|
|Subjects:||Workplace management; Co-presence; Qualitative case study; Productivity; Organisational culture; Identity; Social contact|
|Subject (DDC):||658.3: Human resource management|
|Abstract:||Introduction: This study aims to analyze the role of co-presence against the background of COVID-19 pandemic to derive implications for an interdisciplinary, evidence-based workplace and human capital management. A theoretical framework is outlined that considers a range of topics from task performance to social and organizational contextual factors. Methods: In a single organization qualitative case study, five focus group interviews including a total of 20 employees of an IT consultancy were conducted to identify the effects of the mandatory remote working regimes imposed by the COVID-19 Pandemic on task and contextual performance. Results: Findings show that individual performance was assessed to have increased while internal processes remained at similar levels compared to pre-pandemic levels. Organizational culture, social contact, and identity, however, were reported to have considerably deteriorated in the view of the participants. Discussion: The study shows that for a company that was very experienced with distributed working, the reduction of co-presence had important effects on performance and culture. Findings suggest that co-presence must be carefully managed in the future. This could become a new joint priority for workplace design, workplace management, and human capital management.|
|Fulltext version:||Published version|
|License (according to publishing contract):||CC BY 4.0: Attribution 4.0 International|
|Departement:||Life Sciences and Facility Management |
School of Management and Law
|Organisational Unit:||Institute of Facility Management (IFM) |
Institute for Organizational Viability (IOV)
|Appears in collections:||Publikationen Life Sciences und Facility Management|
Publikationen School of Management and Law
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|2023_Windlinger-Gerber_Spatial-co-presence-leasons-learned-COVID19.pdf||783.8 kB||Adobe PDF|
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Windlinger, L., & Gerber, M. (2023). Functions and relevance of spatial co-presence : lessons learned from the COVID-19 pandemic for evidence-based workplace and human capital management. Frontiers in Built Environment, 9(1035154). https://doi.org/10.3389/fbuil.2023.1035154
Windlinger, L. and Gerber, M. (2023) ‘Functions and relevance of spatial co-presence : lessons learned from the COVID-19 pandemic for evidence-based workplace and human capital management’, Frontiers in Built Environment, 9(1035154). Available at: https://doi.org/10.3389/fbuil.2023.1035154.
L. Windlinger and M. Gerber, “Functions and relevance of spatial co-presence : lessons learned from the COVID-19 pandemic for evidence-based workplace and human capital management,” Frontiers in Built Environment, vol. 9, no. 1035154, Jan. 2023, doi: 10.3389/fbuil.2023.1035154.
Windlinger, Lukas, and Marius Gerber. “Functions and Relevance of Spatial Co-Presence : Lessons Learned from the COVID-19 Pandemic for Evidence-Based Workplace and Human Capital Management.” Frontiers in Built Environment, vol. 9, no. 1035154, Jan. 2023, https://doi.org/10.3389/fbuil.2023.1035154.
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