Changing the role of workplace design within the business organisation: A model for linking workplace design solutions to business strategies

Journal of Facilities Management

Volumn 3, Issue 4, 2005, Pages 299-311

  Levin, Arnold Craig ^a  

^a Center for Workplace Innovation   (United States)

Author keywords

Business; Congruence; Intangible assets; Knowledge workers; Organisational design; Strategy; Typologies; Workplace

Indexed keywords

EID: 85016840820     PISSN: 14725967     EISSN: 17410983     Source Type: Journal    
DOI: 10.1108/14725960510630489     Document Type: Review

References (9)

1. Levin, A. (2001) ‘Workplace Design, A Component of Organizational Strategy’, MBA dissertation, Harrow Business School, University of Westminster, UK.
2. Nadler, D. and Tushman, M. (1997) Competing by Design: The Power of Organizational Architecture, Oxford University Press, Oxford, p. 34.
3. Galbraith, J. (1995) Designing Organizations, An Executive Briefing on Strategy, Structure + Process, Jossey-Bass, San Francisco, p. 12.
4. Galbraith, Designing Organizations, An Executive Briefing on Strategy, Structure + Process, Jossey-Bass, San Francisco, p. 11.
5. Core Net 2010 Research Initiatives on the Workplace (2004) Chicago National Conference.
6. Blair, M. and Wallman, S. (2000) Unseen Wealth: Report of the Brookings Task Force on Understanding Intangible Sources of Value, Brookings Institute, Washington, DC, p. 2.
7. Blair and Wallman, Unseen Wealth: Report of the Brookings Task Force on Understanding Intangible Sources of Value, Brookings Institute, Washington, DC, p. 14.
8. Kaplan, R. and Norton, D. (1996) The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Cambridge, MA.
9. Mintzberg, H. and Van der Heyden, L. (1999) ‘Organigraphs: Drawing How Companies Really Work’, Harvard Business Review, Vol. 77, No. 5, September-October.