Middle Managers at Activity Based Workplace

Abstract

Purpose: The aim of this study is to identify how middle managers work in Activity Based Workplace (ABW), the challenges that a new workplace represents to the management team and the organisation and the effects of the space on leadership. Theoretical framework: This study is based on three theories: first the classic managerial work theory since its focus is on managerial activities on a daily basis; second, the space, organization and management theory in order to understand the space where the middle managers execute their activities and the effects of space on the management team and the organisation; lastly the leadership and space theory to understand how mangers use leadership in the new space of activity based workplace. Methodology: The qualitative approach is used in this study since it encouraged the participants to share their stories about how they work and what they do in this specific and growing way of working. Two methods were used to collect the data, shadowing and semistructured interviews. Results: The results of this research showed that managers in ABW have the same responsibilities but it has changed the number of spaces that they can use to perform their activities. However, middle managers face new challenges when managing and leading their teams, this study shows some of those challenges and the way how the participants deal with the situation in order to adapt and to take advantage of this new working environment.