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Meetings with colleagues are an essential activity in workplace collaboration. The iterative nature of collaborative work demands spaces that team members can access quickly and easily. Creating suitable meeting spaces will become more critical if the hybrid work model continues and the workplace environment becomes the hub for face-to-face collaborative time, learning and training. Workspace and fit-out is expensive so it is crucial that the investment in meeting spaces supports employees’ collaboration activities.

This paper presents a case study of a corporate organisation undertaken in New Zealand to investigate how employees from two business units use their workspace to collaborate within their own team and across other teams in their organisation. The study uses ethnographic techniques, including participant observation and in-depth face-to-face interviews.

The findings show that the frequency and nature of small group work in collaboration was underestimated in the initial planning of the new workspace. Although participants found the design and fit-out of the formal meeting rooms supportive of collaborative work, the meeting rooms were in high demand, and it was difficult to find a room at short notice. The breakout spaces were confusing because they lacked key design attributes identified by the participants as conducive to small group work. Design shortfalls together with fit-out features perceived as supportive of collaborative work are identified.

The research reports on employees’ perceptions and experiences across two functionally diverse business units, reflecting their different needs and concerns.

Following the tradition of scholarship showing that elites institutionalize their tastes via cultural philanthropy, this chapter investigates patronage of Asian art at the Metropolitan Museum of Art. Drawing on content analysis of museum press releases and other documents, I conceptually elaborate and empirically illustrate different patterns of Asian art patronage among Asian and white patrons as well as among Asian patrons from different ethnic groups. Engaging theory asserting that elites legitimate art tied to their ethnoracial heritage through supporting it at cultural organizations, I elaborate how Asian elites are especially committed to supporting Asian art at the museum. In addition, I illustrate how, compared with each other, Asian elites particularly champion art from their respective ethnic groups – for example, Chinese elites support Chinese art at higher levels than Asian elites who are not Chinese, and Indian elites support Indian art at higher levels than Asian elites who are not Indian. This chapter advances theory about elites and cultural legitimation, elites and organizational contributions, and progressiveness within the elite.