![]() In 4 independent conditions we examine the impact of space management strategies in which the office is either (a) lean, (b) decorated by the experimenter (with plants and art), (c) self-decorated, or (d) self-decorated and then redecorated by the experimenter. The first was conducted in an interior office in a psychology department, the second in a commercial city office. This hypothesis is tested in two experiments (ns = 112, 47). On the basis of a social identity perspective, we argue that both of these approaches may compromise organizational outcomes by disempowering workers and failing to give them input into the design of their office space. Alternative, design-led approaches promote the value of offices that are enriched, particularly by plants and art. Principles of lean management encourage managers to exert tight control over office space and the people within it.
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