Although workplace design and management are gaining more and more attention from modern organizations, workplace research is still very fragmented and spread across multiple disciplines in academia. There are several books on the market related to workplaces, facility management (FM), and corporate real estate management (CREM) disciplines, but few open up a theoretical and practical discussion across multiple theories from different disciplines. Therefore, workplace researchers are not aware of all the angles from which workplace management and effects of workplace design on employees has been or could be studied. A lot of knowledge is lost between disciplines, and sadly, many insights do not reach workplace managers in practice. Therefore, this new book series is started by associate professor Rianne Appel-Meulenbroek (Eindhoven University of Technology, the Netherlands) and postdoc researcher Vitalija Danivska (Aalto University, Finland) as editors, published by Routledge. It is titled 'Transdisciplinary Workplace Research and Management' because it bundles important research insights from different disciplinary fields and shows its relevance for both academic workplace research and workplace management in practice. The books will address the complexity of the transdisciplinary angle necessary to solve ongoing workplace-related issues in practice, such as knowledge worker productivity, office use, and more strategic management. In addition, the editors work towards further collaboration and integration of the necessary disciplines for further development of the workplace field in research and in practice. This book series is relevant for workplace experts both in academia and industry.
This second book in the series focuses on the role of workplace management in the organization and the tasks that workplace management needs to consider. The 18 theories that are presented in this book and applied to workplace research discuss management aspects from the organization's perspective or dive deeper into issues related to people and/or building management. They all emphasize that workplace management is a complex matter that requires more strategic attention in order to add value for various stakeholders. The final chapter of the book describes a first step towards integrating the presented theories into an interdisciplinary framework for developing a grand workplace management theory.
Inhaltsverzeichnis
1. Collecting theories to obtain an interdisciplinary understanding of workplace management 2. Corporate real estate management maturity model: Joroff et al. one step ahead 3. Systems-thinking theory: decision-making for sustainable workplace transformations 4. St. Gallen Management Model: systemic-constructionist approach to workspace organisations and management 5. Socio-technical transitions theory: a multi-level and change-oriented perspective on organisational space 6. Disaster Resilience of Place (DROP) model: a Resilience Assessment and Improvement Framework (RAIF) for facilities managers 7. Strategy-as-Practice: the social effects of workplace design and their impact on unplanned strategic activity 8. Decision-making theory: how a multiple perspective approach can generate workplace strategies 9. Alignment theory: for CRE and workplace 10. Principal-agent theory: perspectives and practices for effective workplace solutions 11. Branding theory contributions to corporate real estate management 12. Value Adding Management of buildings, workplace, facilities and services 13. The Toyota Production System: applying the concept of waste in real estate management 14. Radical innovation theory: towards radical design of digital workplaces 15. Usability theory: adding a user-centric perspective to workplace management 16. User-centred design thinking: application of UCDT theories to workplace management 17. Hospitality theory: application of hospitality theory in the work environment 18. Service management - focus on customer experience 19. Organisational socialisation theory: integrating outsourced FM employees into organisations 20. Identifying the main constructs for an interdisciplinary workplace management framework
