Purpose: Workgroups in large organizations tend to share similarities or differences in work activity patterns, and this information is considered essential for office space planning. However, how can we interpret the difference in work activity patterns at the group level? Is it only because of the difference in work type or the other structural factors such as the position in collaboration networks? In this paper, we argue that groups’ difference in work activity pattern is a by-product of the organization structure and collaboration network. We claim that understanding the group’s type of work and collaboration network, can help us to interpret the work activity patterns so that we can better design the workplace settings according to the needs. Theory: Social network theory and analysis method is used to explain the similarities of work activity patterns among workgroups in the same organization. The hypotheses we tested are as follows: Hypothesis 1: Groups in different work types will have different work activity patterns. Hypothesis 2a: Groups with high network connectivity would be less likely to have a high percentage of individual work time. Hypothesis 2b: Groups with high network connectivity would be more likely to have a high percentage of team-work time, especially for inter-team work. Design/methodology/approach: We surveyed a sample of 188 managers from a large Italian company regarding (a) the percentage of time spent on different work activities: individual work, collaboration, and mobile work; (b) the Units that they mostly interact with. Findings: We found statistical evidence supporting our hypotheses 1 and 2b, such that type of work is significantly correlated with the time spent on individual work, but for teamwork especially inter-team work, network connectivity plays a more important role. Originality/value: Existing studies address work activity patterns mostly at an individual level and neglect the structural and contextual factors which dominate the collaborations between groups. This study is the first exploring group work activity patterns through organizational structure and using social network analysis methods to understand the relationships between the two. As for large organizations, space planning and design usually are conceptualized at the department or group level, a more detailed understanding of work activity patterns can play a pivotal role in workplace strategies and space planning.

Analyze Group Work Activity Pattern Through Work Type and Collaboration Network in a Large Organization

C. Tagliaro;
2020-01-01

Abstract

Purpose: Workgroups in large organizations tend to share similarities or differences in work activity patterns, and this information is considered essential for office space planning. However, how can we interpret the difference in work activity patterns at the group level? Is it only because of the difference in work type or the other structural factors such as the position in collaboration networks? In this paper, we argue that groups’ difference in work activity pattern is a by-product of the organization structure and collaboration network. We claim that understanding the group’s type of work and collaboration network, can help us to interpret the work activity patterns so that we can better design the workplace settings according to the needs. Theory: Social network theory and analysis method is used to explain the similarities of work activity patterns among workgroups in the same organization. The hypotheses we tested are as follows: Hypothesis 1: Groups in different work types will have different work activity patterns. Hypothesis 2a: Groups with high network connectivity would be less likely to have a high percentage of individual work time. Hypothesis 2b: Groups with high network connectivity would be more likely to have a high percentage of team-work time, especially for inter-team work. Design/methodology/approach: We surveyed a sample of 188 managers from a large Italian company regarding (a) the percentage of time spent on different work activities: individual work, collaboration, and mobile work; (b) the Units that they mostly interact with. Findings: We found statistical evidence supporting our hypotheses 1 and 2b, such that type of work is significantly correlated with the time spent on individual work, but for teamwork especially inter-team work, network connectivity plays a more important role. Originality/value: Existing studies address work activity patterns mostly at an individual level and neglect the structural and contextual factors which dominate the collaborations between groups. This study is the first exploring group work activity patterns through organizational structure and using social network analysis methods to understand the relationships between the two. As for large organizations, space planning and design usually are conceptualized at the department or group level, a more detailed understanding of work activity patterns can play a pivotal role in workplace strategies and space planning.
2020
Proceedings of the Transdisciplinary Workplace Research (TWR) Conference 2020
978-3-00-066044-3
Work activity pattern, Office space planning, Workplace strategy, Organizational structure, Work collaboration network
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/1176751
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