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The purpose of this study is to investigate the relationship between organisational flexibility and individual adaptation in the implementation of integrated workplace concepts. The focus is on the interconnectedness between different concepts and organisational aspects, as well as on overcoming challenges to fully achieve the intended ends.

The discussion builds on a triangulated research design including: semi-structured interviews, observation studies and analysis of secondary material in the form of internal evaluation reports and quantitative questionnaire data.

To fully achieve the intended ends, organisational, cultural and managerial aspects need to be aligned with the interconnected workplace concept. To create alignment, the concept also needs to be supported by a process of continual improvement and organisational learning.

The case study was conducted in one organisation. Additional empirical research is needed to provide more definite conclusions, guidelines and theories.

The findings highlight the importance of applying a socio-material perspective towards implementation and development of integrated workplace concepts. Emphasising change, learning and development rather than standardisation and equality, may, in the end, allow for better concept interconnectedness.

The originality of this study lies in the perspective of studying the implementation of integrated workplace concepts from a socio-material perspective, shedding light on employee and managerial adaptation to different interrelated aspects and measures.

Digital practices of facility management (FM) are undergoing transformation. Several Nordic countries have ambitious hospital-building projects, driven by large public clients with long-term experience of operating complex building campuses. There is thus an opportunity for creating state-of-the-art digital FM. This paper aims to investigate the role of digital FM in new hospital projects in Scandinavia.

Based on a literature review, a framework of understanding of digital FM in hospital operation is established. Two longitudinal cases are presented and analysed, one for a greenfield hospital and the other for an extension of an existing hospital.

The literature highlights the importance of integration between technical digitalization, competences, organization and management of digital FM. The projects are in different phases and represent quite advanced preparations for digital FM. State-of-the-art computer-aided FM systems are prepared before operation. External consultants are involved, posing a dilemma of in-house/outsourced human resources in the future digital FM operation.

Two case studies provide insights, but they have limited generalizability.

The study underscores the importance of preparation of management, organization and competences for digitalization.

Documented research on building information modelling (BIM) integrations in FM is still scarce. This article adds to the few empirical studies in the area. The findings illustrate that real estate administrators investing in FM software for new hospital buildings face challenges of aligning BIM models from design and construction to the FM system.

The purpose of the paper is to explore the use of, and challenges associated with, spatial change management strategies. This is done through a discussion on how spatial environments may be utilised to effect organisational change. The intention is to provoke new thinking on physical change initiatives and to challenge the often highly deterministic view on the effects of contemporary workspace concepts.

The paper is structured as a case study-based literature review, drawing on literature from the fields of environmental psychology, organisational branding, corporate real estate and facility management, as well as organisational change management.

The study indicates that space management strategies may fail because of the lack of understanding of how organisational events and other contextually specific aspects correlate with the physical change initiative. Succeeding with the spatial strategy requires a strong focus on socio-material relationships and the employee meaning-making process during the spatial change process.

Contrary to the traditional and rational focus on functional space management strategies, the paper takes a socio-material approach suggesting that there is a need for more empirically based research into the employee meaning-making process and the role of human and organisational practices in the development of new workplace concepts. Focusing on how organisational members understand and “make use of” spatial environments may substantially improve organisations and building consultants’ abilities to strategically manage the physical change initiative and achieve the intended ends.

The purpose of this paper is to map and describe the activities taking place in the academic workplace. It considers whether academic work is something completely different from traditional knowledge work and identifies differences and similarities between the two.

The data was collected through in-depth interviews with thirteen academics from different disciplines at the Norwegian University of Science and Technology within a case study approach. A document analysis of the university’s disciplines was carried out in advance of the interviews.

Four important similarities between knowledge work and academic work and three distinctive features of academic work were identified. Balancing the need for interaction and concentration is most important for both knowledge work and academic work, and the most prominent differences are the academics’ constant alternation between supervision, teaching, concentration work and administrative tasks, as well as some academics’ close links to practice. Academic work is not completely different from knowledge work, and learning from experiences from other sectors can be valuable when designing workplaces for academic staff. It is necessary to understand the activities taking place in the academic workplace and at the same time plan for future flexibility.

This study contributes to the research on workplace design for academic staff to better understand the characteristics and variations of academic work and differences in academic cultures and traditions. This will contribute to a better understanding of how workplace design, work processes, technology and how the institution is organised can support the university’s visions and goals.