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The concept of 'Workspace Design' has been developed as a method to actively involving different actor groups in design processes. The purpose of this paper is to view the concept as a management concept and to explore its applicability in change processes. This is achieved by analysing a case study where the concept has been applied in a Danish municipal department undergoing numerous changes. The preliminary results show advantages connected with applying the concept in change processes; such as a broader ownership towards the change and improved knowledge sharing across demarcations.
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