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Article
Publication date: 25 September 2018

Maria Karanika-Murray, Dimitra Gkiontsi and Thom Baguley

Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage…

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Abstract

Purpose

Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team.

Design/methodology/approach

Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention.

Findings

Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels.

Research limitations/implications

This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation.

Practical implications

Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels.

Originality/value

The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.

Details

International Journal of Workplace Health Management, vol. 11 no. 4
Type: Research Article
ISSN: 1753-8351

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Article
Publication date: 1 February 2011

Jennifer K. Parkin, Simon A. Austin, James A. Pinder, Thom S. Baguley and Simon N. Allenby

The purpose of this paper is to evaluate the effectiveness of two different academic office environments in supporting collaboration and privacy.

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Abstract

Purpose

The purpose of this paper is to evaluate the effectiveness of two different academic office environments in supporting collaboration and privacy.

Design/methodology/approach

The approach takes the form of case studies involving post‐occupancy questionnaire surveys of academic occupants.

Findings

The combi‐office design was found to be associated with higher levels of occupant satisfaction than the open‐plan office design, with respect to support for collaboration and privacy.

Research limitations/implications

The findings highlight the importance of understanding user requirements and the role of office space as a cognitive resource.

Practical implications

Designers should consider the default location of occupants when designing academic and other creative workspaces.

Social implications

Academic creativity and innovation are seen to be important for society. However, there needs to be a better understanding of how to support this through workspace design.

Originality/value

This study contributes to the small but growing body of research on academic office design and creative workspaces in general.

Details

Facilities, vol. 29 no. 1/2
Type: Research Article
ISSN: 0263-2772

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