Campus Units

Management, Supply Chain and Information Systems

Document Type

Article

Publication Version

Accepted Manuscript

Publication Date

8-2012

Journal or Book Title

Journal of Vocational Behavior

Volume

81

Issue

1

First Page

99

Last Page

111

DOI

10.1016/j.jvb.2012.05.004

Abstract

Prior research on the effects of office redesign on work-related outcomes has been largely atheoretical and yielded mixed and conflicting findings. Expanding on individual reactions to office design changes as specified by social interference theory, we propose that office redesign affects organizational commitment and this relationship is mediated by employee perceptions of the broader work environment. This conceptual model is tested using 121 financial services employees who experience office redesign and 136 who do not. Results indicate that perceptions of innovation and collaboration mediate the effects of office redesign over and above negative personal reactions such that affective organizational commitment is enhanced among those experiencing reconfigured offices. Findings provide support for an expanded rendition of social interference theory that provides for favorable (as well as unfavorable) employee reactions to office redesign. Such a theoretical explanation is asserted to increase understanding of how the physical environment influences employee attitudes.

Comments

This accepted article is published as Morrow, P.C., McElroy, J.C., Scheibe, K.P., Influencing Organizational Commitment through Office Redesign. 2012 Journal of Vocational Behavior; 81(1); 99-111. Doi: 10.1016/j.jvb.2012.05.004. Posted with permission.

Copyright Owner

Elsevier Inc.

Language

en

File Format

application/pdf

Published Version

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