Acting in a Generative Building A qualitative study of how Activity Based Working is translated and acted upon in practice at a large Nordic bank

Abstract

Activity Based Working (ABW) has emerged as a popular management trend among practitioners in the current business environment. In previous research however, aspects of organizational space and its influence on social behavior has been largely ignored, despite their intimate relationship. This study therefore aims to investigate how the concept of ABW is translated and acted upon in practice at a large Nordic bank, contributing to the body of empirical research on organizational space. As analytical tools we have used the theoretical fields of organizational space and the theory of translation. The study has the character of a qualitative, single case study carried out at a large Nordic Bank having implemented ABW. Data was collected through 20 interviews at two different departments as well as with members from the project group initiating the change. Observation and shadowing was also done as a complement to the interviews. The results showed that ABW has been translated in different ways at the office, depending on individual and group needs, and that it has had both intended and unintended consequences. A number of tensions in the form of four paradoxes connected to the use of ABW have also been identified. The study gives insight into how ABW is translated and acted upon in practice, thus providing valuable input to both the case organization as well as to organizations and the field in general.