The Activity-based Workspace Effect on Organisational Behaviour : A Case Study of Kognity

Abstract: In light of contradictory findings in previous research regarding the activity-based workspaces’ effect on organisational behaviour, this study applies The Activity-based Flexible Office Model on the company Kognity, which recently implemented this office concept. The purpose is to test if this may increase understanding of consequences on organisational behaviour from implementing an activity-based workspace. Semi-structured interviews and observations at Kognity are used as methods for the collection of data for the study. As secondary data, results from web-based surveys conducted by Kognity are used. Furthermore, previous research within the field of organisational behaviour and activity-based office concepts are used to give the study credibility and to gain a deeper insight of the topic. The theoretical framework for this study is based on The Activity Based Flexible Office Model and Maslow's Hierarchy of Needs Theory. The conclusion is that the activity-based workspace does affect organisational behaviour. Applying the Activity Based Flexible Office Model increases the understanding of what the implementation of an activity-based workspace may lead to in terms of organisational behaviour. The model is a useful tool which shows that task-related moderators can determine in what extent the workspace effects organisational behaviour, depends on individual values and task requirements. Further, application of Maslow’s Hierarchy of Needs shows that the higher needs in Maslow’s hierarchy of needs may be met through the freedom of choice within an activity-based workspace.