The Open Space Office and the Relationship with the Shift in Social Meaning

Abstract

The development of the organizational structure is necessitating additional office space. However, not all offices are inclined to expand their spatial resources. Those designed with a closed layout face challenges in meeting the spatial demands posed by the evolving organizational structure. In such cases, transitioning to an open-space office design presents a viable solution. On the other hand, the transition often gives rise to issues pertaining to the social dynamics between leaders and employees, as it disrupts established traditions, leading to a shift in the perceived significance of office space. Understanding this shift within the workplace requires an effective examination of the empirical phenomenon. Moreover, it demands a strong theoretical foundation to develop a precise conceptual framework. Design science serves as a problem-solving approach, addressing the physical elements of structural organization systematically to achieve desired outcomes. This problem-solving process is intricately connected to how individuals respond to their workspace. One of the key design challenges revolves around spatial users and their proximity. The proximity is closely intertwined with the requirements for personal spaces, which significantly impacts privacy. Achieving this balance is accomplished through the application of ergonomic principles and the understanding of proxemic distances. This study used the design method and integrated design thinking theory into the strategic process. The primary objectives of the analysis were twofold, including (1) to reconsider traditional design approaches based on absolutes of right or wrong, likes or dislikes, suitability or unsuitability, and precision or imprecision, and (2) to embrace changes aimed at enhancing the existing workspace without expanding the spatial area while ensuring a seamless workflow for employees.