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Corporate Real Estate Journal    [4 followers]  Follow    
  Full-text available via subscription Subscription journal
     ISSN (Print) 2043-9156 - ISSN (Online) 2043-9148
     Published by Henry Stewart Publications Homepage  [18 journals]
  • Corporate Real Estate Journal – Free Online Access
    • Abstract: Corporate Real Estate Journal – Free Online Access
      Content Type Journal Article
      Category Online access
      Pages 89-89
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:31 GMT
       
  • Spatial support of knowledge production in higher education
    • Abstract: This paper explores the impact of the physical and social dimensions of the work environment on satisfaction and perceived productivity of knowledge workers in Dutch universities of applied sciences. The approach took the form of a literature review, multiple case study of six research centres using interviews and logbook analysis, and web-based survey (N=188). Optimally facilitating knowledge production requires both space for concentration (to support internalisation of knowledge) and space for interaction (to support externalisation of knowledge). None of the work environments involved in the study adequately supported all the phases of knowledge development adequately. Cellular offices with personal desks are preferred for solo work and, whereas new workplace designs with a focus on the office as a meeting place support interaction and collaboration. Spatial layout and interaction have a stronger impact than comfort and absence of distraction. The spatial layout should support both in-depth concentration and communication, fit the internalisation/externalisation ratio of activities, and accommodate the proximity essential for collaborative knowledge development. Being able to choose is the key to success. In terms of research limitations, knowledge workers’ productivity was measured by self-­assessment, but only a limited number of diaries were collected. The lessons learned can be used as inputs to decision-making processes regarding the design, implementation and management of working environments in higher education settings. Few studies have been conducted concerning the spatial preferences and needs of knowledge workers in universities of applied sciences. The results show that the physical dimension (comfort and layout) is more important for collective productivity, whereas individual productivity is more strongly influenced by the social dimension (interaction and distraction).
      Content Type Journal Article
      Category Research paper
      Pages 75-88

      Authors
      Hester van Sprang
      Brenda H. Groen
      Theo J. M. van der Voordt
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:30 GMT
       
  • The revised lease accounting proposals: Aesop's Fables revisited
    • Abstract: A close study of the newly proposed lease accounting changes from the Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) brings to mind the lessons in many of Aesop's best-known fables. While the FASB and IASB's recently issued Revised Exposure Draft documents on lease accounting contain many significant changes from their original proposals in August 2010, these new proposals will require CRE executives and their counterparts in finance significantly to change the way in which they analyse, negotiate and structure leases going forward in order to avoid learning — or remembering — many of those lessons the hard way. For example, assuming two different leases with identical gross cash flows will have an identical impact on the tenant's balance sheet and income statement may result in the tenant wishing it had looked before it leapt. Understanding the full financial statement impact from any lease helps illustrate how changes in the structure and negotiation of that lease may likewise change its financial statement impact, for better or for worse. Moreover, the subjective nature of many elements of these newest proposals increases the need for CRE and finance executives to be able to deal objectively and consistently with those elements in order to avoid unintended financial consequences. While the FASB and IASB have clearly attempted to assuage the concerns many raised about their original proposals from 2010, some criticisms of these revised lease accounting proposals remain, though a more thoughtful analysis shows that many of them appear exaggerated. Those concerns notwithstanding, the combination of significant and varying financial statement impacts, numerous subjective issues and, in many cases, incomplete data on existing leases means the worlds of CRE and finance will need to begin working more closely together than they have in the past. In fact, many will find they should have already begun doing so in order to be prepared to transition to these new standards in time.
      Content Type Journal Article
      Category Papers
      Pages 53-74

      Authors
      Marc A. Maiona
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:29 GMT
       
  • The scientific workplace of the future
    • Abstract: The paper introduces the changing nature of corporate research and development programmes and describes how these changes are impacting the scientific workplace. Providing the right research environments at an affordable cost is a critical challenge for real estate organisations tasked with providing scientific workplaces that promote innovation, knowledge transfer, collaboration and effectiveness. The paper examines what behavioural science can teach organisations about human performance, health and wellbeing and how these factors impact workplace design. Workplace solutions for the next generation of researchers must accommodate a more mobile workforce, new models of collaboration, emerging technology and sustainable design goals. The authors suggest specific workplace strategies that can help science organisations address human behaviour, changes in work patterns, resource scarcity and global performance pressures. Like the practice of science itself, the formula for creating the ideal scientific workplace that helps organisations focus on research continues to evolve. Testing new workplace ideas, measuring outcomes and making improvements over time can transform the workplace as well as the research it supports. Considering the office, traditional laboratory and all the workspaces in-between, a giant laboratory for new ideas, processes and technologies is appropriate — and perhaps essential — for advancing science.
      Content Type Journal Article
      Category Papers
      Pages 37-52

      Authors
      Leigh Stringer
      Joseph Ostafi
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:26 GMT
       
  • Making the case for the ‘super nucleus’: The next generation
           of corporate real estate, HR and IT enterprise integration
    • Abstract: In 2012, 70 corporate real estate (CRE) leaders representing a broad range of industries, geographies and functions made a number of startling predictions that were documented in CoreNet Global's Corporate Real Estate 2020 research initiative. One of those predictions, affectionately known as the ‘super nucleus’, stirred a healthy debate among CRE, human resources (HR) and information technology (IT) professionals about one central question: What will high-performance organisations expect of enterprise support functions, and what are the implications for CRE? The term ‘super nucleus’ was coined to describe full integration and unified leadership at the most strategic levels of support function activity. The CoreNet Global study predicted that, by 2020, this strategic integration would be likely in addition to greater consolidation and more consistent sourcing of service delivery resources and expertise. Since the results of the study were published, CRE and other support function leaders have continued to explore the feasibility and justification for greater support function integration. Advocates of the super nucleus suggest that high-performance organisations will be (or are already) early adopters and explore new talent sources to fulfil the leadership void for the next generation of shared services organisations. Opponents of the super nucleus concept maintain that such an undertaking will be met with deeply entrenched organisational resistance or be too cumbersome to even attempt. The authors believe that high-performance organisations will overcome these challenges and adopt support services strategies that will improve overall corporate performance and productivity within the next decade and beyond. The competitive pressures and dynamic nature of many industries will lead C-suite executives to demand more strategic alignment of corporate infrastructure resources with business units and the super nucleus very well could be the answer.
      Content Type Journal Article
      Category Papers
      Pages 24-36

      Authors
      Craig Robinson
      Cathrine Cotman
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:24 GMT
       
  • A model for sustainable corporate real estate portfolio management
    • Abstract: These days, corporations commit to sustainable development with increasing frequency. Besides idealistic motives, the movement is strengthened by the growing awareness that sustainability aspects contribute to corporate opportunities and thus competitive advantages of private and public companies. In order to remain competitive, companies therefore need to focus on sustainability too. In reaction to this, corporations that do not just want to do ‘green washing’ launch initiatives, recruit new employees as experts for sustainability, and implement working groups in order to drive forward sustainability in their business. Recent developments in the field of sustainability have also forced corporate real estate management (CREM) into improving the sustainability of their real estate portfolio. This paper gives an overview of how the portfolio management of large, non-property companies can be supplemented by sustainability considerations and makes a proposal for a portfolio management approach.
      Content Type Journal Article
      Category Papers
      Pages 10-23

      Authors
      Daniela Schneider
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:22 GMT
       
  • CRE's view of CRE's future
    • Abstract: CRE's view of CRE's future
      Content Type Journal Article
      Category Editorial
      Pages 4-9

      Authors
      Barry Varcoe
      John Hinks
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 3
      Journal Issue Volume 3, Number 1 / 2013
      PubDate: Wed, 25 Sep 2013 14:33:21 GMT
       
  • Putting public value at the heart of cultural excellence: Exploring a
           transformational journey of workplace strategy at the BBC
    • Abstract: The arrival of a new Director General and Chairman of the BBC Trust in 2004, together with the eighth BBC Charter, which came into operation from 1st January, 2007, heralded a new era for the BBC and prompted a fresh approach to the property portfolio. The Charter, which runs for ten years, contained a number of new commitments that aimed to redefine the Corporation's role as a public service provider. BBC Workplace is playing a pivotal role in supporting the BBC's efforts to deliver public value. This paper outlines the transformational journey taken by BBC Property/BBC Workplace to develop an intelligent real estate strategy that empowers the Corporation to deliver high-quality, original content, drive innovation, support challenging new technologies and engage a global audience. Today, the BBC's real estate portfolio comprises 207 properties and 571,000m2 of space across the UK. Over the last decade, the BBC Property/BBC Workplace teams have focused on an intense programme of portfolio optimisation to deliver the Corporation's vision of ‘public value’, while ensuring flexibility and innovation to attract and retain the best creative talent. This paper will explore lessons learned from four milestone projects in the BBC Property/BBC Workplace journey towards a new, more intelligent, real estate strategy.
      Content Type Journal Article
      Category Papers
      Pages 279-299

      Authors
      Chris Kane
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Connecting and aligning distributed, global innovation teams for high
           performance
    • Abstract: In early 2000, the author and several colleagues began a project with a Fortune 100 client seeking to improve several innovation processes that were seen as key to future competitive advantage. What began as a single study became a decade-long research project focused on studying innovation across more than 110 projects with Fortune 1000 companies. A key aspect of the research team's work was the exploration, development and testing of what became known as the ‘innovation-­connectivity performance path’, which is a model for exploring the interrelated ways in which 16 elements of people, technology and place (P-T-P) can be employed to enhance team processes and enable innovation. Applying the model, and using both direct and indirect measures, the research findings show that teams rated highly on all 16 elements of P-T-P (ie those that were highly connected) demonstrated significantly higher levels of collaboration (+15–25 per cent), better project results (+15–20 per cent) and superior overall innovation performance (+3–8 per cent). Reinforcing the overall results is the idea that addressing elements related to ‘people’ considerations (mission, network, manner, leadership, structure, multitasking, interdependence, values and diversity) establishes the context for innovation success, while, within that context, ‘technology’ (mobility, process and readiness) and ‘place’ (location, workspace, support and paths) provide individuals and teams with the control and choice of how, when and where to work most effectively.
      Content Type Journal Article
      Category Papers
      Pages 324-339

      Authors
      Robert T. Osgood
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Driving CRE value through strategic business partnerships: An interview
           with Alan Scott
    • Abstract: Managing complexity and unpredictability on a global scale is no easy task. In this type of operating environment, one key to successful alignment between CRE deliverables and the business is to develop high-value relationships with internal and external business partners. With a focus on integrating CRE with the businesses they represent, Deutsche Bank has forged strong working relationships with key stakeholders built on transparency, trust, data and knowledge sharing. The goal is to drive value to the business in ways that are only possible through collaboration and partnership. As a result, Deutsche Bank is poised to maximise real estate decisions that take best advantage of current and future opportunities.
      Content Type Journal Article
      Category Interview
      Pages 273-278

      Authors
      Christine Barber
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • In search of relevance: Strategy and the corporate real estate function
    • Abstract: Corporate real estate (CRE) leaders have long recognised the importance of skill sets such as strategic planning, relationship building, strategic thinking and cross-functional collaboration in their profession's drive to achieve business-driven results and increased relevance within the corporate hierarchy. The current perception within the profession, however, is that competencies lag behind what is necessary to perform effectively in today's organisations. This paper offers a methodology for leaders to use in aligning CRE with corporate strategy and other support functions’ responses to it, adapting CRE services to the specific strategic objectives of business units and educating real estate teams to reduce critical competency gaps. By translating corporate strategy into actionable steps, leaders can provide a direct path for delivering results and for improving and embedding strategic planning ability within the CRE team. Leaders should gain insights into how a structured approach to strategic planning can make a meaningful improvement in aligning CRE with corporate strategy, and how engaging team members in the planning process provides focus for their work and a deeper understanding of how their individual contributions help in the achievement of corporate objectives.
      Content Type Journal Article
      Category Papers
      Pages 309-323

      Authors
      Eric H. Thorpe
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Controlling your destiny: Leveraging flexibility and cost certainty in CRE
    • Abstract: The challenges and uncertainties of the global economic and political climate create a range of unique and ever-changing pressures and demands for corporations and their real estate portfolios and planning. Radical change in global business models and daily advancements in technology have altered the face of traditional corporate structures. Greater space efficiency is becoming more apparent, with many occupiers focusing on cost control and efficient use of space, rather than expansion. There are new global economic powerhouses — fast-growing, dynamic corporate entities as well as a seismic shift in gross domestic product from emerging economies. All of these evolving developments cause concern, challenges and opportunities for global corporations and, within the corporate real estate (CRE) function, pose the same dilemmas and possibilities. The pressure to align a flexible, adaptable and cost-effective real estate platform to match, or indeed predict, the corporation's next moves is now more critical in terms of its impact on the success or failure of the business. This paper will demonstrate the increasing demand for workspace planning that attempts to reduce the risk and exposure of the CRE function and provide more agility, flexibility and cost control, asking: ‘How can managed, flexible office solutions form part of a CRE strategy?’
      Content Type Journal Article
      Category Papers
      Pages 300-308

      Authors
      Jonathan Weinbrenn
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Added value from workplace design, management and use? A case study
    • Abstract: This paper reports on the development, construction and experiences from transferring to a new headquarters for a regional bank. The bank moved into its new premises in November 2010. Strategic briefing was used to focus and develop the project and promote alignment with organisational objectives, and scorecards were used to define and follow up on performance. This research and development project was conducted as action research, bringing together the development of the project with development and testing of new solutions and processes, in cooperation with researchers and practitioners. The development of the project was carried out by the bank, arranged as two project teams: one on the demand side (the organisational development project and the process of setting requirements) and one on the supply side (construction and project management). The acronym ‘SMART’ was chosen in order to communicate the objectives. The objectives as well as the change management process and the results one year after moving into the building are described in this paper. After one year of occupancy, the results are very positive.
      Content Type Journal Article
      Category Papers
      Pages 340-353

      Authors
      Siri Hunnes Blakstad
      Irmelin Aarberg Andersen
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Are we there yet? Corporate real estate as a discipline, 30+ years on
    • Abstract: Are we there yet? Corporate real estate as a discipline, 30+ years on
      Content Type Journal Article
      Category Guest Editorial
      Pages 268-272

      Authors
      James Hagy
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 4 / April 2013
      PubDate: Thu, 20 Jun 2013 13:21:44 GMT
       
  • Innovation at the crossroads: Partnering in the service delivery ecosystem
           to foster innovation
    • Abstract: The manner in which corporations relate to one another must change to address new competitive forces. Due to the complex nature of corporate innovation and supplier/customer relations, how companies deal with service providers and how service providers view customers must evolve as well. This paper traces the corporate relationship from a buyer/seller association to a strategic partnership and ultimately to becoming an alliance partner. An alliance partnership allows two companies to mutually benefit one another by providing each other with more than just services or revenue, but innovation as well as support and growth in all aspects of the association. In the process of going from a traditional supplier to an alliance partner, the specifics of the innovation framework provide additional value so that both partners in any relationship may move forward with new ideas and strategies for success. Partnerships offer a rich environment for technological innovation that can add significant value for all involved; however, new governance and organisational models are needed to create an environment where innovation can prosper. Innovation within the partnership needs to be fostered by the use of information technology as a key element of success. With a new model for partnership, an effective governance model and the proper technologies, strategic and alliance partners can achieve the absolute potential value that the relationship can yield.
      Content Type Journal Article
      Category Practice papers
      Pages 235-254

      Authors
      Brian Jordan
      Charemon Tovar
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:51 GMT
       
  • Changing company demands and priorities are driving new ways of working
           and innovation between the CRE organisation and its trusted thought
           partners — the service providers
    • Abstract: The business environment is changing rapidly due to globalisation, technology, increased competition, interdependent financial markets etc. In response, new business trends are occurring and companies need to employ innovative responses to ensure that they are leading their industry. Resilient, flexible and decisive companies and leaders are defining the new global marketplace by devising innovative work and operations strategies. Corporate real estate (CRE) organisations must navigate these trends and build strategies with the business to create an efficient, globalised, flexible and more virtual work environment. It is the responsibility of the CRE organisation to look at its service providers as partners which will expand its resources and help to optimise the potential impact of their combined forces. By gaining access to its service providers’ cutting-edge technology, metrics and reporting, subject matter experts, research etc, CRE organisations can build new solutions and incredible capacity from a network of trusted partners. The organisations that most effectively collaborate and leverage their partners effectively will be those that create competitive advantage for their companies.
      Content Type Journal Article
      Category Practice papers
      Pages 255-263

      Authors
      Maureen Ehrenberg
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:51 GMT
       
  • Key performance indicators: Are they worth it?
    • Abstract: Key performance indicators (KPIs) and the red-headed stepchild, dashboards, are the current bright shiny objects of the real estate industry. The unusual nature of real estate — all the variables, everything negotiable, lead times and lag times, and a vocabulary that does not relate to the balance of the business — contributes to a mystical quality of the profession that is understood only by those who are fully engaged. But the profession needs to be able to communicate with the rest of management in its companies and needs to engage with their business demands, understand their needs and be able to anticipate what will be required. The current tools of choice to help with this communication are KPIs and the purpose of this paper is to add a perspective to the content necessary for cred­ible tools that can inform the broader audience within companies and raise awareness of the challenges involved in creating useful results. It begins with the contrarian view that raises the question: ‘Is it really worth it?’, because KPIs are rife with challenges and opportunities to find fault. The paper then goes into a discussion of the role of data because data integrity is essential to the credibility of the indicators. Many have experienced the executive who looks at a sheet of numbers and sees one that he knows is not correct because: ‘I only have four open rec's not five’, or ‘26 people in Minneapolis, not 27’, and he then has prejudiced the entire presentation. This is followed by observations that indicate the metrics — ie the measurables — are changing. The fundamental rules of occupancy are being challenged by the way in which people are beginning to occupy space and, while there are no clear solutions, the issue needs to be addressed. The paper concludes with an approach to what the author believes are good KPIs. Some boundaries and some parameters are drawn, and the paper considers how to prepare KPIs in a way that will result in not only good communication but also consistency moving forward.
      Content Type Journal Article
      Category Practice papers
      Pages 228-234

      Authors
      Keith Keppler
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:50 GMT
       
  • Twenty-first-century CRE business models: Promising transformation
    • Abstract: Following up on a paper published in the November 2010 issue of the Corporate Real Estate Journal, the author observes trending in corporate real estate (CRE) groups’ progression towards working in a 21st-century business environment. Although the two-year interim is seemingly too brief to see significant movement in an industry which does not move quickly in many respects, a number of results are illuminating. Some companies have completely reorganised their CRE group (typically due to realignment within the company), a new customer-centric mindset is taking hold, sustainability is moving ahead (albeit slower than expected) and alternative workplace strategies continue to grow. At the same time, visibility at the C-suite level is improving communications with management, metrics and strategic vision are getting more attention, the appeal of outsourcing has fluctuated but clearly is here to stay, silo thinking is somewhat receding, more companies are getting the point that technology is an enabler and not the solution, and collaborative teaming across time and space still has excellent potential. Somewhat on the downside, relationship management is not trending up, while ‘knowing what business we're in’ and aligning with the corporate mission continue to have mixed results. Overall, achieving the 21st-century CRE business model has shown steady, if uneven, progress in the two short years since the previous report.
      Content Type Journal Article
      Category Practice papers
      Pages 217-227

      Authors
      Phil Wales
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:50 GMT
       
  • What living on the edge and outside of organisations can teach us about
           the spaces in which we work
    • Abstract: In this paper the author takes a personal look at recent changes in organisation and working practices. It is suggested that these changes can be traced back to the emergence of the internet and the subversive power of the hyperlink. The author presents his own experiences and experiments with self-organising human systems, offering lessons for corporate property managers. Such managers are urged to move away from discussions about the future of work towards engaging with people who have already embraced a fully-networked working life.
      Content Type Journal Article
      Category Papers
      Pages 211-216

      Authors
      Lloyd Davis
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:50 GMT
       
  • The future of the workplace
    • Abstract: Significant changes have reshaped the workforce and the expectations of those who participate. Working practices, influenced by efficiency and productivity initiatives, have also reshaped the way in which people work within the organisation, and office environments have been through similar transformations. How should the workplace of the future be designed? There is a need to think about a wider contribution to society and about sustainability beyond the current boundaries of preserving energy or reducing waste, and there is a long way to go in terms of addressing the psychological needs at the core of employee engagement. Environmental and design requirements will become obvious when there is a better understanding of the people who do the work and what really motivates them — work first, place second.
      Content Type Journal Article
      Category Papers
      Pages 200-210

      Authors
      Gareth Jones
      Journal Corporate Real Estate Journal
      Online ISSN 2043-9156
      Print ISSN 2043-9148
      Journal Volume Volume 2
      Journal Issue Volume 2, Number 3 / December 2012
      PubDate: Tue, 19 Mar 2013 14:00:49 GMT
       
 
 
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