Het Nieuwe Werken; the interplay of three is the key

8/7/2019 Het Nieuwe Werken; the interplay of three is the key

1/82

A study to the way in which HR, ICT and facility management interact

within the organizational change towards Het Nieuwe Werken

Author: Evelien van Damme, Msc.

Student number: 0828459

Date: February, 2011


2/82

Preface

Two years ago I completed my first masterthesis for the master Policy, Communication and

Organization. Within the process of that project I realized that I wanted to gain more insights in

theories concerning business strategies andorganizational change. Therefore, I choose to start a

new study: Business Administration. After a tough pre-master, the master specialization Strategy

started. And with a new master it is required to write a new masterthesis! Although some people say

that a second time is mostly a disillusion, this was not the case with my masterthesis. Just like the

first time, the process of my masterthesis gave me energy, it made me enthusiastic and I gathered a

lot of new knowledge and experiences! However, I did not get the energy, enthusiasm, knowledge

and experiences from reading, analyzing and summarizing numerous articles. Above all, the past

months many people around me gave me energy and inspiration. Hence, the accomplishment of thismasterthesis has never been possible without the help of these important people and therefore I would

like to thank them for their contribution.

First of all, I would like to thank my supervisor of the Radboud University: Stefan Heusinkveld. He

challenged me to cross the boundaries of my capabilities and his vast research experience and insight

in organizational changes have proven to be very valuable in the writing process. Additionally, hisconstructive criticism and analytical view helped me to write this masterthesis. Also many thanks to my

second reader Pascale Peters, for her insights in flexible work concepts and her valuable feedback

during the writing process of my masterthesis. Moreover, many thanks to the interviewees who

participated in my study. Without them I would not have any results and my writing process would be

much duller. Thanks to their cooperation and trust, I got a look in practice and how a new concept is

implemented in organizations. Furthermore, I would like to thank Atse Koopmans my supervisor ofKirkman Company for his innovative ideas and professional guidance. At the same time, I would

like to thank my fellow interns and colleagues at Kirkman Company who have really been an

inspiration to me in the recent months.


3/82

AbstractPurpose Organizations in todays business face several factors which changed their way of working,

such as rising real estate costs, global competition, and increasing power of new information and

communication technologies. These changes have also forced organizations to find new ways to

structure their organizations. A way to respond to these rapid changes in the environment is the

adaption of flexible work concepts, such as Het Nieuwe Werken (HNW). In an effort to unravel the

organizational change towards HNW, the objective of this study is to explore the new concept of HNW

and the way in which different organizational disciplines HR, ICT and facility management - interact

within this concept.

Methodology To meet the objective of the research, an explanatory qualitative study is conducted.

The research strategy of this study includes twenty-five interviews among ten Dutch organizations.

HR, ICT and facility managers which were involved in the implementation of HNW of their organization

participated in this research by semi-structured face-to-face interviews.

Findings Results from the twenty-five interviews indicate that HNW can be seen as a flexible work

concept which consists of the characteristics: trust and flexibility/freedom. To reach these goals, HR-,

ICT- and facility management have to interact. When analyzing this interaction between the HR, ICT

and facility discipline within HNW, it became clear that the three disciplines interact in two ways. In the

first place, the findings showed that there were tensions between the different disciplines within the

implementation of HNW. These tensions occurred at different levels within the organization, namely at

the strategic, operational and supporting level. However, interaction between the disciplines is not only

visible in tensions, but also in the cooperation between HR, ICT and facility management. This kind of

interaction also occurs at three levels of the organization. The interaction between the disciplines

occurs because of their interdependency within the concept of HNW.

Implications This study drew on theories of flexible work concepts and the framework of

organizational change of Greenwood & Hinings (1996). To shed light on the poorly understood

concept of HNW and the process of the interaction between organizational disciplines this research


4/82

Table of content

1 Introduction 5

1 | 1 Motives for research 6

1 | 2 Relevance of the research 7

1 | 3 Research question 9

1 | 4 Research method 10

1 | 5 Structure of the research 10

2 A change towards a new world of work 12

2 | 1 The development of flexible work concepts, such as Het Nieuwe Werken 132 | 2 Motives for the adoption of Het Nieuwe Werken 14

2 | 3 Het Nieuwe Werken as an organizational change 19

3 Research method 28

3 | 1 Introduction 29

3 | 2 Research type- and plan 29

3 | 3 Data collection 31

3 | 4 Data analysis 32

3 | 5 Reliability and validity 33

3 | 6 Report 34

4 Results 35

4 | 1 Introduction 36

4 | 2 The concept Het Nieuwe Werken 36

4 | 3 The interpretations of HR, ICT and facility management on Het Nieuwe Werken 40

4 | 4 Tensions between HR, ICT and facility management 46

4 | 5 Cooperation between HR, ICT and facility management 49


5/82

Appendices 67Appendix 1 Invitation for interviews / e-mail 68

Appendix 2 Explanation of the study / appendix of the e-mail 69

Appendix 3 Topic list for the interviews 70

Appendix 4 Open coding scheme 72

Appendix 5 Open coding- and axial coding table 76


6/82

CHAPTER 1 INTRODUCTION

The objective of this chapter is to discuss the developments in the

field of organizations which shaped the motives for this research tothe organizational change towards Het Nieuwe Werken (HNW).

This will result in the formulation and an explanation of the central

research question. Furthermore, this chapter demonstrates that

this research has relevance for the science of business studies as

well as for the concept of management. To reach these goals, the

following paragraphs will be used:

1|1 Motives for research

|2 R l f h h

1| New technologies, human needs, and

environmental and facility concerns are allimportant in the adoption of flexible work

concepts (Karnowski & White, 2002)


7/82

1 Introduction

This research focuses on the way in which three organizational disciplines HR, ICT and facility

management interact within the change process towards the flexible work concept Het Nieuwe

Werken (HNW). The research draws on theories of flexible work concepts and organizational change

in order to analyze the interaction in various Dutch organizations. Conducting the research will lead to

the emergence of two models of interaction in which tensions and cooperation between the

organizational disciplines are central. These models reflect that tensions and cooperation within HNW

are present at different levels strategic, operational, and supporting of the organization.

1|1 Motives for research

1|1|1 The need for a more flexible way of working

Decennia ago, the industrial revolution took people away from home to centralized workplaces such as

factories and offices. Today a reverse trend is found, people practicing their work from other

environments than only the factory or the central office (Baruch, 2000; Illegems & Verbeke, 2004).

This is because in the current business organizations face changing workforce demographics, rising

real estate costs, and global competition (Becker & Steele, 1995; Karnowski & White, 2002; Prahaled

& Hamel, 1990; Cascio,1995; Meyer, Allen & Topolnytsky, 1998). These developments altered theway in which organizations structure their organization (Meyer, Allen & Topolnytsky, 1998; Cascio

1995; Carnoy, 1998). In response to rapid changes in the market and in the world of work, a more

flexible form of production is required (Brewster, Mayne & Tregaskis, 1997; Cascio, 1995) and flexible

work concepts are embraced. Though, proponents of flexible work concepts see these developments

as a reason to focus on these concepts. However, nowadays, flexibility in work is substantial and

growing and it affects many organizations and individuals (Brewster, Mayne & Tregaskis, 1997; Meyer,Allen & Topolnytsky, 1998).

1|1|2 Het Nieuwe Werken as a flexible work conceptThe changing environment and the notion of flexibility have led to the introduction of flexible work


8/82

Kurland, 2002; Di Martino & Wirth, 1990; Baruch, 2000; Prez, Snchez & de Luis Carnicer, 2002;

Illegems & Verbeke, 2004). In this way, it anticipates on the rapid changing environment in many

organizations (Cronshaw, 1998). On the other side, opponents of flexible work concepts emphasize

the lack of organizational commitment, communication difficulties and decreasing social cohesion

(Baruch, 2000; Illegems & Verbeke, 2004; Schabracq & Cooper, 2000; Brewster, Mayne & Tregaskis,

1997). However, when the decision is made to implement HNW in the organization, many aspects of

the organization need to be changed.

1|1|3 An organizational change towards Het Nieuwe WerkenThe adoption of a flexible work concept can therefore be understood from the perspective of

organizational change (Peters & Heusinkveld, 2010). Within an organizational change, the interplay of

organizational disciplines is an important aspect to understand the change process (Greenwood &

Hinings, 1996). Within the field of flexible work concepts, Di Martino & Wirth (1990) emphasized that

these concepts, such as HNW, rely on three main concepts: organization, location and technology. In

other words, it is assumed that the ICT, HR and facility departments of an organization need to be

taken into account when analyzing the organizational change towards HNW.

1|2 Relevance of the research

Surprisingly, however, prior research on flexible work concepts has its shortcomings in three ways.

Therefore, this research has relevance for the scientific literature in three different ways.

1|2|1 Scientific relevance

First, there has been little scientific research conducted on HNW as a flexible work practice. Althoughthe notion of flexible work concepts has already reached many organizations and gained public

awareness (Baruch, 2000; Baily & Kurland, 2002; Microsoft, 2005; Peters, Bleijenbergh & Oldenkamp,

2009), the relative young concept of HNW is not yet studied in a scientific way. Although equivalent

concepts to HNW, such as teleworking and telecommuting, are already analyzed in scientific


9/82

the employees consider HNW as an attractive work concept. Due to the expected attention to HNW

and the shortcoming in the present literature, it is therefore important that this scientific research

analyzes and describes the concept of HNW as a flexible work concept.

Second, there has been little scientific research in the field of flexible work practices as an

organizational change. Because HNW is a relatively young concept, the equivalent concepts are to

some extent investigated as organizational changes (Peters, Bleijenbergh & Oldenkamp, 2009).

However, the present literature on flexible work practices mainly paid attention to the advantages and

disadvantages of these concepts for employees and organizations. However, these researches did not

had a specific focus on the organizational change process of the flexible work concept (Microsoft,

2005; Peters & Heusinkveld, 2010) and have not linked the neo-institutional theory to HNW. Therefore,

it makes sense to analyze a flexible work concept, such as HNW, as an organizational change,

because such a concept affects the whole organization. Furthermore, it is important to analyze the

flexible work concept HNW as an organizational change, because the implementation of a flexible

work concept requires interaction between different organizational disciplines, which is an important

aspect to understand the change process (Greenwood & Hinings, 1996).

Third, the existing literature on flexible work concepts lacks focus on the interaction between different

organizational disciplines which is important within an organizational change. Unfortunately, the

scientific literature mainly paid attention to the fact that a flexible work concept would be driven by

technological innovation: more powerful software and computing systems, the Internet and pervasive

wireless connectivity (Microsoft, 2005; Prez, Snchez, Luis Carciner & Jimnez, 2005; Brewster,

Mayne & Tregaskis, 1997; Baruch, 2000). The ICT department is therefore seen as an important part

of the organization in HNW by providing the organization and its members ICT tools which enable

flexible working (Microsoft, 2005; Prez, Snchez, Luis Carciner & Jimnez, 2005). However, in

celebrating the success of the advances of the technological innovation, these authors did not pay

attention to the human side of the implementation of HNW. According to Microsoft (2005) the HR

discipline is important, because empowering people to work more efficiently and effectively in of the

new world of work should be at the center of any organizations strategy Also Brewster Mayne &


10/82

adoption and success of flexible work concepts, no scientific research has included ICT, HR and

facility disciplines together to analyze the organizational change towards HNW and the interaction

between these disciplines within it. It is therefore important to analyze the perceptions of all three

disciplines together that are important within flexible work concepts. With that, new insights on the

interaction between different organizational disciplines within the flexible work concept of HNW can be

added to the present literature.

1|2|2 Practical relevanceBesides the fact that this study has scientific relevance, it also contributes to practical and

organizational issues. By conducting this research, organizations will receive useful information about

the implementation of HNW in combination with the interaction between HR, ICT and facility

management. The need for a study like this is reflected in the amount of business journals andpopular-scientific journals where the concept of flexible work concepts dominates (Over het nieuwe

werken, 2009; Hovemann, 2009). HNW is not only popular in the business journals, but also on the

Internet. Various sites, such as overhetnieuwewerken.nl, hetnieuwewerkenblog.nl and werken20.nl,

pay attention to this concept and also professional social network sites, such as LinkedIn, have special

interest groups developed on the topic of the new world of work. Furthermore, the concept of HNW is

not only noticed in the business society, but also in government organizations, which is reflected onthe ambtenaar20.nl site where the concept of the new world of work is applied to the government. This

shows that flexible work concepts are at the heart of the business- and government concept. The

results of this research can help organizations to understand the perceptions and interaction of the

HR, ICT and facility departments and in which way they can anticipate to this to implement HNW in

their own organization. Besides this, Kirkman Company can apply the results and the acquired

knowledge of this study to guide and advise their clients within projects concerning HNW.

1|3 Research questionThe developments in the field of organizations on the adoption of flexible work concepts and the lack

of scientific research on the interaction of organizational departments within the implementation of


11/82

This research question requires analysis of the complex organizational change of HNW and the

interaction of different organizational disciplines within that change. The objective of this research is to

gain insight in the flexible work concept HNW and the way in which different organizational

perspectives interact within the organizational change process towards HNW. To come to an integral

answer on the research question, the research first focuses on flexible work concepts and especially

HNW. Second, there will be focus on HNW as an organizational change where different organizational

disciplines are involved. This structure allows to answer the central research question in steps.

1|4 Research methodTo come to an answer on the central research question, this study contains a theoretical part as well

as an empirical part. Within the theoretical part, the existing literature on flexible work concepts and

organizational change will be discussed. In the literature on organizational change the focus will be on

the neo-institutional theory, because it explains how organizations implement organizational changes

and it focuses on how differences between various disciplines in organizational changes can exist and

can be interpreted. After the theoretical analysis, an empirical analysis has been conducted. Because

of the explorative character of this study, a qualitative research method is chosen. Using this method,

complex details of HNW and its implementation can become clear (Strauss & Corbin, 1990). Within

this research, HR, ICT and facility managers of various organizations were interviewed to explore how

they interact with each other within the implementation of HNW. A topic list is used to give structure to

the interviews and to analyze theoretical dimensions. After a detailed coding process where the

obtained data is unraveled the results will be interpreted and discussed (Corbin & Strauss, 1990).

1|5 Structure of the research

Finally, the structure of the research is schematic described in figure 1. The next chapter, chapter two,

will focus on flexible work concepts. In this chapter there will be attention for the changing world of

work during the last decades. Moreover, it describes the development, advantages and disadvantages

of flexible work concepts, such as HNW. Furthermore, it will use the neo institutional theory to explain

HNW as an organizational change The second chapter also explores the perceptions of HR ICT and


12/82

Figure 1. The structure of the research.

Introduction

Theoretical research

Empirical research

Synthesis

Chapter 1Motives, relevance and research question

Chapter 2The new world of work

Chapter 3Methodology

Chapter 4Results empirical research

Chapter 5

Conclusion and discussion


13/82

CHAPTER 2 A CHANGE TOWARDS A NEW WORLD OF WORK

The aim of the second chapter is to give an overview of organizational theories

concerning flexible work concepts. At the beginning there will be attention for

the development of flexible work concepts, such as HNW. Furthermore, the

concept of HNW will be introduced by advantages and disadvantages of flexible

work concepts. Moreover the neo institutional theory will be described to

introduce HNW as an organizational change. To achieve these goals, the

following paragraphs will be used:

2|1 The development of flexible work concepts, such as

Het Nieuwe Werken

2| Around the world, the concept of flexibleworking concepts and the implications of

it have much been discussed (Brewster,

Mayne & Tregaskis, 1997)


14/82


15/82

both ICT, and HR, and facility management. To understand why organizations implement flexible work

concepts, such as HNW, the next section will focus on the advantages and disadvantages of flexible

work concepts for employees and the organization. Furthermore, there will be attention for HNW as an

organizational change and the existence of different perceptions on it.

2|2 Motives for the adoption of HNWWithin the existing literature, there is an extensive elaboration on motives, advantages and

disadvantages of flexible work concepts, such as HNW (Illegems & Verbeke, 2004; Reichwald &

Mslein, 1999; Microsoft, 2005). These themes will now be analyzed for organizations as well as for its

employees (Brewster, Mayne & Tregaskis, 1997; Carnoy, 1998; Baruch, 2000).

2|2|1 Changes in the environment of the organization

It is widely noticed that several changes in the environment of organizations are a motive to change

the organizational structures. Brewster, Mayne & Tregaskis (1997) assume that organizations must

adopt more flexibility to become more responsive to economic requirements and to be able to deliver a

more efficient and competitive workforce. Furthermore, the authors state that the pressure for greater

flexibility is also said to derive from the particularly unstable and unprecedented market conditions

experienced in the recent years (Brewster, Mayne & Tregaskis, 1997; Cascio, 1995). Cascio (1995)

adds the impact of the information technology to this, which is also underlined by Microsoft (2005).

Moreover, Meyer, Allen & Topolnytsky (1998) pressume that shifts in technological innovations and

global competition have led to the attempt of organizations to alter the way in which they structure their

organization. This is in line with the statements of Brewster, Mayne & Tregaskis (1997), Cascio (1995)

and Microsoft (2005). Also Schabracq & Cooper (2000) and Carnoy (1998) underline the development

of new technologies all over the world and the growing globalization as important changes in the

environment of organizations. According to them, organizational change, such as HNW, is necessary

for an organization to adapt to a changing environment. Likewise, Horn & Storen (2000) list a number

of factors which increase the attention for flexible working concepts, such as HNW. These authors


16/82

2|2|2 Potential advantages of HNW

Potential advantages of HNW for the employees

According to the present literature on flexible work concepts, there are several potential advantages

for employees as well as organizations to adopt HNW (Microsoft, 2005; Brewster, Mayne & Tregaskis,

1997; Baruch, 2000; Di Martino & Wirth, 1990; Prez, Snchez & de Luis Carnicer, 2002; Illegems &

Verbeke, 2004). The existing literature discussed six potential advantages of flexible work concepts,such as HNW, for the employees of the organization. First, Brewster, Mayne & Tregaskis (1997) state

that the adoption of a flexible work concept, such as HNW, can be seen as family friendly for the

employees of the organization, which is also underlined by Illegems & Verbeke (2004). Because

employees are supposed to have more flexible working hours, Baruch (2000) states that

implementation of a flexible work concept leads to more time with the family for the employees. Also Di

Martino & Wirth (1990) argue that the adoption of a flexible work concept can be a very attractiveopportunity for employees to arrange their working time, leisure time and family activities. This is in

line with the expected advantages of flexible work concepts described by Daniels, Lamond & Standen

(2001)and Baily & Kurland (2002). Second, Carnoy (1998) added another advantage for employees

when an organization successfully adopts a flexible work concept. The author underlines that a work

concept such as HNW leads to the ability of an employee to move from a job in one firm to another, to

learn new jobs in the same firm, to do several different types of tasks and to adjust quickly to differentkinds of employment cultures in different group situations. Third, Baruch (2000) described the possible

benefit of improved performance or better productivity for employees. This potential advantage of the

adoption of flexible work concepts is also mentioned by Baily & Kurland (2002). Fourth, Reichwald &

Mslein (1999) state that employees can expect reduced stress when their organization successfully

adopt flexible work concepts. Also Baruch (2000) noted less work related stress as a potential

advantage for employees. A fifth potential advantage of flexible work concepts is described by DiMartino & Wirth (1990). These authors state that such concepts can lead to an increased motivation

and job satisfaction among employees. This is also mentioned in the study of Baily & Kurland (2002),

who underline also that organizational loyalty is an advantage of the successful adoption of flexible

work concepts. Furthermore, Reichwald & Mslein (1999) state that employees can expect increased


17/82

employees with a higher education are more able to adjust to new situations and adopt new methods

of working. In addition, Baruch (2000) states that employees with high needs for autonomy may

greatly appreciate the benefits of HNW. These results imply that the age, education and attitude of the

employees play an role in the success of the adoption of HNW.

Potential advantages of HNW for organizations

A successful adoption of a flexible work concept is not expected to be beneficial for employees only,

but also for the organization. The present literature discussed seven potential advantages of flexible

work practices for organizations. In the first place, the literature suggests that the adoption of flexible

work concepts will lead to the ability for organizations to respond quickly to changes in the

environment and to become more efficient and competitive (Brewster, Mayne & Tregaskis, 1997;

Microsoft, 2005; Cronshaw, 1998; Schabracq & Cooper, 2000; Illegems & Verbeke, 2004; Peters,

Bleijenbergh & Oldenkamp, 2009). Second, however, cost effectiveness is seen as the main motive

and possible benefit of HNW for organizations, according to Baruch (2000) and Karnowski & White

(2002). This is because organizations can reduce office space and with that save office and rental

costs. Likewise, Prez, Snchez & de Luis Carnicer (2002) and Di Martino & Wirth (1990) state that

the main benefits of adopting flexible work concepts for the company are the savings in building costs.

Additionally, Daniels, Lamond & Standen (2001) and Horn & Storen (200) also state that a positive

consequence of flexible work concepts is reduced office accommodation costs. The work of Baily &

Kurland (2002) and Illegems & Verbeke (2004) also refer to the benefits of decrease in real-estate

costs. A third potential advantage for organizations by implementing flexible work concepts is the

increase in productivity (Prez, Snchez & de Luis Carnicer, 2002; Karnowski & White, 2002). This

benefit for the organization is also mentioned by Baruch (2000) and Di Martino & Wirth (1990).

Likewise, Daniels, Lamond & Standen (2001) underlined that organizations can benefit from flexible

work practices by perceiving higher productivity within the organization. The work of Baily & Kurland

(2002) and Horn & Storen (2002) also refer to improved productivity as a potential benefit for

organizations. Fourth, Baruch (2000) and Horn & Storen (2002) both mention less absenteeism of

employees as one of the potential advantages for the organization when adopting a flexible work

concept Fifth Di Martino & Wirth (1990) and Karnowski & White (2002) emphasized the potential


18/82

To conclude, figure 2.1. gives an overview of the potential advantages of HNW for individual

employees as well as for the organization.

Figure 2.1. Potential advantages of HNW for individual employees and the organization.

2|2|3 Potential disadvantages of HNW

Potential disadvantages of HNW for the employees

Despite the wide consensus and attention in the literature of the possible advantages of flexible work

concepts, such as HNW, there are five several downsides for the employees according to various

researchers. First, Baruch (2000) stated that employees experience less face-to-face contact with their

colleagues and managers as before the flexible work concept was implemented. This is also

mentioned by Daniels, Lamond & Standen (2001) and Illegems & Verbeke (2004), which state that an

individual cost of adopting HNW is limited face-to-face contact. As a consequence of less face-to-face

contact, the second potential disadvantage of less commitment to the organization is discussed by

Schabracq & Cooper (2000) and Illegems & Verbeke (2004). These authors state that this may reduce

the job satisfaction and motivation of the employees. Also, Baruch (2000) refers to detachment from

social interactions as a potential shortcoming for individual employees. In other words, employees may

feel isolated when flexible work concepts, such as HNW, are adopted by the organization. Third,

Baruch (2000) refers to more (home) related stress due the increased autonomy and responsibilities of

Potential advantages of HNW

Employees Organization

More time for family

Ability to learn different tasks

Higher productivity/performance

Less work related stress

Increased job satisfaction/motivation

Higher autonomy/responsibility

The ability to respond quickly to environmental changes

Cost saving through reduced offices space

Higher productivity

Less absenteeism

Recruitment and retention of skilled staff

Organizational loyalty/commitment

Better image of the organization


19/82

Schabracq & Cooper (2000) note that lack of loyalty to the organization is a potential disadvantage of

flexible work concepts. As a second potential disadvantage of flexible work concepts which is

discussed in the present literature is problems with communication (Brewster, Mayne & Tregaskis,

1997). According to Schabracq & Cooper (2000), it is also difficult to coordinate communication within

a flexible work concept. This potential disadvantage is widely adopted in the literature, because Di

Martino & Wirth (1990), Daniels, Lamond & Standen (2001), Prez, Snchez & de Luis Carnicer

(2002), Horn & Storen (2000), Baruch (2000), Baily & Kurland (2002) and Karnowski & White (2002)

also refer to it. However, all these authors also refer to a third potential disadvantage for organizations:

the managerial ability to control and motivate flexible workers. Additionally Schabracq & Cooper

(2000) mention the control of employees as a potential disadvantage of flexible work concepts. As a

fourth potential disadvantage, Baruch (2000) and Illegems & Verbeke (2004) emphasize that the

organization will have a loss of team working benefits when adopting a flexible work concept. Fifth, Di

Martino & Wirth (1990) state that high costs of communication and technology equipment can be seen

as a disadvantage for the organization. This is in line with the work of Daniels, Lamond & Standen

(2001) and Illegems & Verbeke (2004), which refer to the costs of additional telecommunications

equipment as costs for the organization. Sixth, several researchers mention the (corporate) culture of

the organization as a barrier to adopt HNW. According to Prez, Snchez & de Luis Carnicer (2002)

and Horn & Storen (2000) and Peters, Bleijenbergh & Oldenkamp (2009) the integration of HNW with

the organizational culture can be a barrier. Finally, as a seventh potential disadvantage for the

organization, resistance due the novelty of HNW and the additional managerial uncertainties can be a

problem for successful adopt a flexible work concept (Karnowski & White, 2002; Di Martino & Wirth,

1990). To conclude, figure 2.2. gives an overview of the potential disadvantages of HNW for individual

employees and the organization.

Potential disadvantages of HNW

Employees Organization

Less face-to-face contact

Lack of commitment

Increased stress

Lack of loyalty of employees

Communication difficulties

Control difficulties


20/82

to the time they are widely adopted within the organization (Reichwald & Mslein, 1999). The process

of the adoption of a new idea as an organizational change will be discussed in the next paragraph.

2|3 HNW as an organizational change

2|3|1 The neo institutional theory

The complexity of todays developments and changes in the environment of organizations confronting

most organizations with organizational change (Greenwood & Hinings, 1996) and the implementation

of new or other organizational structures or strategies, such as HNW. The way organizations respond

to developments in their environment can be understood from the perspective of neo-institutional

theory (Powell & DiMaggio, 1991; Greenwood & Hinings, 1996). This theory is concerned with the

spread of organizational concepts within defined organizational fields (Daniels, Lamond & Standen,

2001). Central to neo-institutional theory is the idea that organizational actors seek to acquire

legitimacy for their organization by adopting those structures, strategies, and concepts that are socially

approved by stakeholders external to organizational decision making processes (Daniels, Lamond &

Standen, 2001; Peters & Heusinkveld, 2010). Legitimacy confers greater ability to obtain resources

from other stakeholders within the organizational field. (Daniels, Lamond & Standen, 2001;

Greenwood & Hinings, 1996). According to DiMaggio and Powell (1991) there is a distinction between

the old and new or neo institutionalism. In the old institutionalism, issues of influence, coalitions and

competing values were central, along with power and informal structures (Clark, 1972; Greenwood &

Hinings, 1996) and the focus on individual organizations (Greenwood & Hinings, 1996). This focus

contrasts with the new institutional theory with its emphasis on legitimacy and the embeddedness of

organizational fields (Greenwood & Hinings, 1996; Meyer & Rowan, 1997; DiMaggio & Powell, 1983).

The use of the neo institutional theory is appropriate to explain the adoption and implementation

flexible work concepts, such as HNW, in organizations for five reasons (Daniels, Lamond & Standen,

2001; Greenwood & Hinings, 1996). First, although neo institutional theory is weak in analyzing the

internal dynamics of organizational change and the theory is silent on why some organizations adopt

radical changes whereas others do not (Greenwood & Hinings 1996; Daniels Lamond & Standen


21/82

or are implementing HNW. Fourth, the increased emphasis of neo institutional theory on self-interest,

change, resistance to institutional pressures, power and diversity within institutional fields are useful in

the context of HNW in organizations, not at least because this theory allows to integrate institutional

explanations for the adoption of HNW (Daniels, Lamond & Standen, 2001). For these reasons, and for

the fifth reason that there is no scientific research on HNW in combination with the neo institutional

theory, this theory can contribute to the existing literature on flexible work concepts, such as HNW.

2|3|2 The impact of the institutional context on the adoption of HNWNeo institutional theorists emphasize that organizational behaviors are the product of ideas, values,

and beliefs that originate in the institutional context (Greenwood & Hinings, 1996; Daniels, Lamond &

Standen, 2001). The theory shows how organizational behaviors are responses not solely to the

market context but also to institutional pressures (Greenwood & Hinings, 1996; Peters & Heusinkveld,

2010). In this, institutional pressures, such as pressures from regulatory agencies, pressures from

general social expectations, and the actions of leading organizations lead organizations to adopt new

organizational structures or concepts (Nadler & Tushman, 1989; Greenwood & Hinings, 1996; Daniels,

Lamond & Standen, 2001), such as HNW. For an organization this external context is thus important

to change to new organizational forms (Nadler & Tushman, 1989), such as HNW. Within the

institutional context, mimetic, normative, and coercive processes are at work (Greenwood & Hinings,

1996; Daniels, Lamond & Standen, 2001; Peters & Heusinkveld, 2010). In the first place, there are

mimetic pressures which indicate they way in which organizations copy other organizations. In

addition, normative pressures originate in mental models shared amongst actors within an

organizational field. Finally, the coercive pressures have to do with the way in which organizations are

forced to adopt certain concepts, for example through legislation (Daniels, Lamond & Standen, 2001).

To survive organizations seek conformance to these mimetic, normative, and coercive pressures

(Peters & Heusinkveld, 2010).

2|3|5 HNW in a framework of organizational changeTo understand organizational change Greenwood & Hinings (1996) present in their article a model


22/82


23/82

the perceptions of the ICT, HR and facility disciplines. In this way, the existing perceptions on flexible

work concepts of the different organizational disciplines can be analyzed and compared.

Information and Communication Technologies (ICT) and Het Nieuwe Werken

The perception of the ICT discipline on a flexible work concept, such as HNW, is in the present

literature discussed by many researchers. According to Microsoft (2005) and Prez, Snchez & de

Luis Carnicer & Jimnez (2005) much of the change in the world and therefore also in organizations

is driven by technological innovation: more powerful software and computing systems, the Internet

and pervasive wireless connectivity. Likewise, Illegems & Verbeke (2004) and Di Martino & Wirth

(1990) argue that flexible work concepts rely on modern information and communication technologies.

Additionally, Badham & Ehn (2000), Prez et al. (2005), Sullivan (2003) and Karnowski & White (2002)

underline that the development of flexible work concepts, such as HNW, is a result of the development

of new and improved telecommunication methods and software tools knowledge. Moreover, Prez et

al. (2005) argue that information and communication technologies are the most important needs for

the development of flexible work concepts within organizations. Badham & Ehn (2000) and Peters,

Bleijenbergh & Oldenkamp (2009) underline the importance of the facilitation of ICT by saying that the

core of workplace innovation or the adoption of flexible work concepts is to design effective information

and communication technologies to create a more effective organization. Likewise, Microsoft (2005)

and Prez et al. (2005) underline that ICT department is seen as an important part of the organization

in flexible work concepts by providing the organization and its members ICT tools and systems.

Furthermore, managers may use the information and communication technologies to control

employees behavior and managing their performance (Kurland & Cooper, 2002; Prez et al., 2005).

These statements imply that managers on the ICT discipline have the aim to develop and facilitate

efficient and innovative information and communication technologies to enable the employees to

benefit from HNW. According to Prez et al. (2005) advances in information and communication

technologies have enhanced employees ability to stay connected for both work and social exchange.

These technologies support synchronous and asynchronous remote communication, often involve

electronic discussion databases and provide sophisticated information sharing capability. Hence, it is

important for the ICT department to monitor the developments of advanced software tools and


24/82

innovate is a human talent (Microsoft, 2005). These statements refer to the perceptions of the HR

discipline, which will be explained in the next paragraph.

Human Resource management (HR) and Het Nieuwe Werken

According to Illegems & Verbeke (2004), the HR discipline is responsible for the management of the

organizations human capital. With this, they have to focus on empowering people, which should be at

the center of any organizations strategy, according to Microsoft (2005). This is because organizations

which invest in their people benefited from the ability to adapt rapidly to change (Microsoft, 2005). The

first step for HR managers within the implementation of flexible work concepts is the challenge to

convince their employees of the benefits of it in such a way that they will adopt these concepts

(Microsoft, 2005). Moreover, it is important to change the work style and management style of the

members of the organization (Peters, Bleijenbergh & Oldenkamp, 2009). Furthermore, it is an

important perspective of the HR department to notice that employees in the new world of work meet

new capabilities and needs and new skills to adopt (Microsoft, 2005). According to Schabracq &

Cooper (2000) the HR department therefore need to provide and invest in training and education for

its employees to develop skills to work flexible. In the work of Baruch (2000) the importance of the

skills of self discipline and inner motivation are indicated as important for flexible employees. For HR

managers it may thus be important to stimulate and train those skills of employees. Furthermore, it is

important to enhance a culture of trust and a culture of management where people are measured by

results rather than attendance (Baruch, 2000; Heck, 2010). Additionally, Illegems & Verbeke (2004)

argue that HR management is a critical source of superior organizational performance within the

adoption of flexible work concepts, such as HNW. These authors state that new and innovative human

resources concepts, in this case HNW, should not just be evaluated in terms of their potential for direct

cost reduction or immediate productivity improvements. The broader, long-term effects on the

organizations competences are more important. In other words, if HNW can help organizations to

attract, motivate and retain employees whose knowledge is and skills are valuable, its impact on

superior performance can be enormous. According to these statements, the HR department may be

concerned with the long-term effects of HNW on organizational performance, where the attraction,

motivation and retention of employees is very important Another role of HR managers in the change


25/82

Facility management and Het Nieuwe Werken

Flexible work concepts, such as HNW, give rise to alternative officing (Karnowski & White, 2002). This

is at the heart of facility managers, because facility management is the concept of coordinating the

physical workplace with the people and work of the organization, integrating principles of business,

architecture, and the behavioral and engineering sciences (Karnowski & White, 2002). In other words,

the facility discipline integrates human needs, new technologies, and environmental concerns in the

total workplace, ensuring that the organization and its employees have the best possible resources

(Zelinsky, 1997 in: Karnowski & White, 2002). Due to the workplaces in the central offices, the facility

department is expected to be responsible for the design and interior of the work environment and

workplaces (Karnowski & White, 2002). Furthermore, since one of the assumed benefits of HNW is a

reduction in office space and costs (Prez, Snchez, de Luis Carnicer, 2002; Di Martino & Wirth, 1990;

Illegems & Verbeke, 2004), facility managers are expected to be concerned with these subjects

(Peters, Bleijenbergh & Oldenkamp, 2009). According to Heck (2010), offices of organizations which

adopted HNW are no longer offices in the traditional sense. Instead, it is a workspace where

employees can locate themselves in different parts of the building depending on the tasks they need

to perform. The central office can therefore be seen as a meeting place where employees can interact

with colleagues. Moreover, facility managers may be responsible not only for central office physical

facilities, but also for employees home office arrangements. Because flexible work concepts, such as

HNW, may be characterized as work that can be carried out in locations remote from central offices

(Di Martino & Wirth, 1990), facility managers are also concerned with the presence of the appropriate

facilities at the employees homes. Another role that facility managers can fulfill is to be the change

agents of flexible work concepts (Karnowski & White, 2002). As change agents, facility managers can

promote telework where appropriate, provide cost-benefit analyses for both employer and employee,

and perform post occupancy evaluations in both corporate and home offices. (Karnowski & White,

2002).

The perceptions of managers of different organizational disciplines, as described in the previous

sections, are the result of the institutional context and their roles within the organization. According to

Peters & Heusinkveld (2010) the pressures from the institutional environment influence managers


26/82

work concepts. (Greenwood & Hinings, 1996; Daniels, Lamond & Standen, 2001). This dissatisfaction,

does not provide direction for change, but has to do with the pattern of value commitments within the

organization. Greenwood & Hinings (1996) identified four generic patterns: 1) status quo commitment;

in which all groups are committed to the new concept, 2) indifferent commitment; in which groups are

neither committed nor opposed to the new concept, 3) competitive commitment; in which some groups

support the new concept, whereas others prefer an articulated alternative (which would have its origins

in the institutional context), and 4) reformative commitment; in which all groups are opposed to the

new concept and prefer an articulated alternative. Because HNW is a new organizational concept, it is

expected that organizations have to deal with competitive commitment, because some actors within

the organization will support HNW, while others do not support this organizational change.

However, Di Martino & Wirth (1990) argue that flexible work concepts rely on three main concepts:

organization, location and technology. This implies that the different disciplines concerning these

themes interact to a implement a flexible work concept, such as HNW. Therefore, it can be assumed

that the presumed tensions or interest dissatisfaction among organizational disciplines are not the only

form of interaction. The disciplines can also interact through cooperation within the implementation of

flexible work concepts. According to this, it can be expected that the ICT department has to cooperate

with the facility department in the organization in making it possible to work on any location at any time

(Robijn, 2009; Karnowski & White, 2002). For this cooperation it is important that these departments

together can enhance a flexible workplace for the employees of the organization where they can share

their information and communicate with each other wherever and whenever they want (Robijn, 2009).

Within this cooperation it is also important to note that the ICT department facilitate that people

working at home can be connected with the other employees within the organization (Karnowski &

White, 2002). In doing this, the collaboration is about to achieve optimal benefits in the field of

combining facilities and technological structure for the organization. Besides a cooperation with thefacility department, it is also important for the ICT department to collaborate with the HR department of

the organization. This is because the tools of the employees need to meet the emerging challenges of

information overload. Furthermore, the ICT tools and systems need to be user-friendly to be adapted

through the employees of the organization (Microsoft 2005) Another part of the collaboration between


27/82

pressures for organizational changes, such as HNW, derive from interest dissatisfaction and the

pattern of value commitments, enablers for the change are needed (Greenwood & Hinings, 1996). Due

to this, Greenwood & Hinings (1996) state that an organizational change will occur only in conjunction

with supportive power dependencies and an appropriate capacity for action and, which are defined as

the enablers of change. However, the authors underline that power dependencies and capacity for

action by themselves will not lead to organizational change, but they can enable or constrain it.

According to the first enabler, within organizations groups use favorable power dependencies to

promote their interests. These organizational groups vary in their ability to influence the organizational

change, such as HNW, because they have differential power (Greenwood & Hinings, 1996; Nadler &

Tushman, 1989). In this context, the authors also state that some groups have more potential or less

potential for enabling or resisting change. The relations of power and domination that enable some

organizational members to constitute and recreate organizational structures, such as HNW, according

to their preferences is thus very important within organizational change (Greenwood & Hinings, 1996).

In the light of HNW, the presence of power dependencies may indicate that some departments or

managers have more power on the extent in which organizations adopt HNW or not. It might also

mean that when, for example, the ICT department have much power, they were the introducers and

leaders of the adoption of HNW in an organization. The power dependencies are not static within the

organization, but the power dependencies can shift through market and/or institutional pressures

(Greenwood & Hinings, 1996). Institutional pressures might shift power dependencies in favor of

groups that prefer an alternative template to the existing one (Greenwood & Hinings, 1996). In

organizations, groups might first not support the adoption of HNW, but when the institutional pressures

become higher, they support the idea of HNW in further stages.

2|3|9 Ready for change: the capacity of action

Although power dependencies are important enablers for organizational change, the capacity for

action is also important to understand organizational changes, such as HNW (Greenwood & Hinings,

1996; Nadler & Tushman, 1989; Amburgey, Kelly & Barnett, 1993). The capacity of action is the ability

to manage the transition process from one template to another (Greenwood & Hinings, 1996; Nadler &


28/82

commitments may have an influence on the speed of change, the capacity for actions may also

influence the speed by which the change is accomplished (Greenwood & Hinings, 1996). In other

words, a clear understanding of the new destination and of how to get there may give an organization

the confidence to push ahead rapidly with change (Greenwood & Hinings, 1996). Additionally, as with

the power dependencies, the capacity for action is also shaped by developments in the market and

institutional context. Developments in the market context, such as the recruitment of new employees

can lead to new perceptions and experience of organizing the organization in different ways, for

example to adopt HNW. On the other hand, the capacity for action might also be shaped or constricted

by the institutional context. For example, deeply embedded firms may be prevented by the institutional

context from developing an action capability (Greenwood & Hinings, 1996).

Connecting the existing literature on flexible work practices and organizational change to the concept

of HNW, the this research will use the central concepts of the neo-institutional theory (figure 2.4) to

analyze in which way HR, ICT and facility management interact within the organizational change

towards HNW. Hence, in the following figure the central concepts of the scientific literature are linked

HNW and this model will function as the starting point for the empirical research.

Intraorganizational dynamics Organizational change

Precipitating dynamics Enabling dynamics

Interest dissatisfaction

Competitive commitment among threedisciplines (HR, ICT, facility management).

Tensions among the three disciplinesbecause of different interests.

Value commitments

Different perceptions and attitudes of HR,ICT and facility management towardsHNW.

Power dependencies

Some disciplines are expected to havemore power to change an organizationtowards HNW.

Capacity for action

The organization has a vision on HNW.

Appropriate skills are present in the

Organizational change

Het NieuweWerken.


29/82

CHAPTER 3 RESEARCH METHOD

This chapter will discuss the way the research is conducted and

how choices concerning the research method are made.

Subsequently, this chapter will clarify which organizations were

involved and which persons were interviewed for the empirical part

of the research. Furthermore, it will explainhow the gathered data

is analyzed. Therefore, the fourth chapter contains the following

paragraphs:

3|1 Introduction

3|2 Research type- and plan

3| We have always tried to go intoorganizations with a well-defined focus:

to collect specific kinds of data

systematically (Mintzberg, 1979)


30/82

3 Research method

3|1 Introduction

The development of theories and conclusions is a central activity within organizational research.

Traditionally, a theory is developed on the basis of a literature study, observations and/or experience

(Patton 1990; Eisenhardt, 1989; Mason, 2002). To answer the central research question, not only a

theoretical research, but also an empirical research is conducted. In this chapter it will be described

how the empirical study is planned and conducted. There also will be a description of the reason why

this method is chosen and the advantages and disadvantages of the chosen research method and the

way the data are analyzed. The final results of the empirical study will be clarified in the next chapter.

This chapter is actually the methodological responsibility of the empirical research.

3|2 Research type- and plan

3|2|1 A qualitative study

This study is an explorative study on the basis of qualitative fieldwork. Within explorative studies, the

realization of conceptions or theories is a central aim (Miles & Huberman, 1994; Baarda, De Goede &

Teunissen, 2005). In this study the emphasis lies in the exploration of theoretical presumptions on the

way in which HR-, ICT- and facility management interact within the implementation of HNW in various

organizations. In this study conceptions, perceptions, knowledge, feelings and experiences of

managers on HNW are discussed in a detailed way (Patton, 1990; Miles & Huberman, 1994; Mason,

2002). Furthermore, this study has an open character, this is because during the research new

insights will continue appear (Wester & Peters, 2004). Moreover, it will explore problems, investigate

the meaning of a HNW, investigate people in their own environment and try to fathom the background

of HNW (Eisenhardt, 1989; Miles & Huberman, 1994; Wester & Peters, 2004). The study is done in an

inductive way by interviewing various respondents to answer the central research question (Patton,

1990; Yin, 2003; Eisenhardt, 1989). The analysis in this study begins with specific observations and

works towards the discovery of general patterns (Patton, 1990; Miles & Huberman, 1994). The


31/82

3|2|2 A qualitative interview

To shape the qualitative research method, qualitative interviews where selected respondents from

various organizations are interviewed under everyday circumstances are used (Yin, 2003; Mason,

2002). The aim of qualitative interviewing in this study is to gather information from respondents to find

out what the respondents know, feel and want on HNW (Wester & Peters, 2004). In this way, the

formulated central research question can be answered (Baarda, De Goede & Teunissen, 2005). Within

this study, the researcher choose for interviews because this method has several advantages. First, it

can uncover perceptions, experiences and processes about HNW and the that are otherwise difficult

to investigate with other methods, such as questionnaires. Furthermore, it is a good way to get in

touch with people and explore their feelings and experiences about HNW and the differences between

these feelings and experiences within an organization (Wester & Peters, 2004). Another advantage of

a qualitative interview is that the reliability of the study can be enhanced by triangulating: control what

you hear (Patton, 1990; Merton & Kendall, 1946; Wester & Peters, 2004). Within this study, the aim of

the qualitative study and interviews is to explore how HR-, ICT- and facility departments interact within

the implementation of HNW and how this organizational change process turned out (Yin, 2003). With

the use of the interviews, a detailed sketch of the organizations and the three involved departments

will be provided (Miles & Huberman, 1994; Baarda, De Goede & Teunissen, 2005). Following the

research design, the researcher choose to interview people from the three different departments from

various organizations. In this way, there will be a more validated picture of the way how HR-, ICT- and

facility departments interact in the implementation of HNW in various organizations. Regarding the

form of the interview, in the researcher choose to use semi-structured interviews (Sekaran, 2003;

Patton, 1990; Wester & Peters, 2004). This means that there is worked with a topic list (appendix 1)

where the topics to discuss are listed and where also a preference of question order is given. With this

topic list the researcher translated central concepts of the theory to subjects which connect to the

situation of the interviewee (Wester & Peters, 2004). The topic list contains several themes of HNW,

such as the definition of HNW for the different managers, the motivation for implementing HNW in the

organization, the implementation process of HNW and the parties concerned and the evaluation of

HNW. The question method used is an open method, but the topics to be discussed are more or less


32/82

3|3 Data collection3|3|1 Selection of respondents

Figure 3.1. An overview of the characteristics of the organizations included in the empirical study.

This study uses a specific selection of respondents or purposeful sampling, which means that the

choice of respondents is argued and not a-select. This is a common method within the domain of

qualitative research (Patton, 1990; Miles & Huberman, 1994). The specification of the respondents

reduces external variation and explains the domain of the findings (Eisenhardt, 1989). These reasons

ensured the choice for a specific selection of respondents. The way in which respondents in this study

were selected is based on criterion and theoretical sampling, which means that the selected

organizations and respondents had to meet several criteria (Patton, 1990). To select the right

organizations and interview the right persons, a list of Dutch organizations that have implemented

HNW or working on HNW was conducted. The selection of these organizations has some reasons.

First, not all organizations in the Netherlands have implemented HNW or are working on the

implementation of it. On the basis of theoretical sampling there is chosen for a diverse selection

organizations to analyze. According to Daniels, Lamond & Standen (2001), the adoption of flexible

work concepts is present in telecommunications, computing, public sector and banking organizations.

Furthermore, Di Martino & Wirth (1990) state that a number of government agencies and departments

l i d i fl ibl k A di h fi di l i f i

Organization Sector / Industry HNW concept since

A

B

C

D

E

F

G

H

I

J

Insurance

Telecommunications

Energy

Banking

Telecommunications

Public authorities

Housing

Electronic products

Banking

Public authorities

1990

2006/2007

2010

2008

2007

2010

2009

2006

2006

2009


33/82


34/82

descriptions and quotes from the interviewees (Patton, 1990). The researcher made a transcription

from spoken to written interaction material (Wester & Peters, 2004). While transcribing the interviews

takes a lot of time (Patton, 1990), the choice is made to elaborate the recorded interviews in detail.

This is because of the high usefulness of the transcripts for the data analysis and for replications or

independent analyses of the data (Patton, 1990; Wester & Peters, 2004).

3|4|2 Data analysisAnalyzing the data is at the heart of building theories and conclusions, but is also the most difficult part

of the research process (Patton, 1990, In this research, the researcher analyzed the data by coding

the obtained data to unravel the different components. This is because coding is the fundamental

analytic process used by the researcher (Corbin & Strauss, 1990). However, the process of data

analyzing within qualitative research depends on the skills, knowledge and abilities of the researcher.

The human factor is therefore the strength and the fundamental weakness of qualitative research

(Patton, 1990). According to Corbin & Strauss (1990) there are three basic types of coding: 1) open

coding, 2) axial coding and 3) selective coding. In this study, the researcher started with open coding,

where perceptions on HNW are labeled (Corbin & Strauss, 1990; Patton, 1990) on the basis of the

asked questions during the interviews. In this way conceptually similar perceptions are grouped

together to form categories and subcategories of HNW. Furthermore, different points of view on HNW

became clear for the researcher and the obtained data was structured into different topics. In total

there were fourteen codes assigned to the HNW concept and keywords of each code/label were

gathered in a table (see appendix). Next, further development of the data-analysis took place in axial

coding. Within this phase the researcher related context, strategies and consequences to a category

of HNW. In other words, the interpretation in the form of keywords of the interviewees were

assigned to the fourteen codes (see appendix). Finally, the phase of selective coding took place

(Corbin & Strauss, 1990; Wester & Peters, 2004). Here, the researcher unified all categories around

the core category interaction between HR, ICT and facility management within HNW, which is the

central phenomenon of the study. The other categories, defined in through open coding, will stand in

relationship to the core category as conditions, strategies or consequences, as identified with axial


35/82


36/82

CHAPTER 4 RESULTS

This chapter is the presentation of the results of the qualitative

research to the perceptions of- and the interaction between the

HR-, ICT- and facility management disciplines in the change

process towards HNW. To structure the results, the following

paragraphs will be used:

4|1 Introduction

4|2 The concept Het Nieuwe Werken

4|3 The cooperation between HR, ICT and Facilities

4| Analysis is the process of identifying,coding, and categorizing the primary

patterns in the data (Patton, 1990)


37/82

4 Results

4|1 Introduction

In this part of the research the results of the empirical research will be discussed. As a result, two

models of the interaction between HR, ICT and facility management will be provided. The first model

describes the different tensions between the organizational disciplines when implementing HNW. The

second model identifies the different ways of cooperation between the disciplines. To give this chapter

a clear structure, the next paragraph will be devoted to the concept of HNW and the perceptions of the

interviewees on this concept in their organization. After this the results of the interaction between the

HR-, ICT- and facility discipline within the concept will be analyzed. The results and perspectives of

the interviews will then be supported with citations.

4|2 The concept Het Nieuwe Werken

Because it is very hard to define the HNW concept there is no common definition in the scientific

literature nor in the management literature the concept will first be unraveled before the focus is on

the interaction between HR-, ICT- and facility management. With this, it will be clear what is meant by

HNW and what exactly the concept involves. The characteristics of HNW that will become clear will be

helpful to answer the central research question of this research. The empirical research showed that

there are two themes associated with HNW. The scheme below shows these themes and the terms

which are mentioned by the interviewees and belong to the two themes.

Open and transparent culture

Responsibility

Making agreements on output

Less rules and procedures

Trust

The office is a meeting place

Independency of time

Independency of place

Family-life / work balance

Flexibility/freedom

Characteristics of

Het Nieuwe Werken


38/82

the transparency of the organization and the transparency of the building contribute to the idea of

HNW by creating an open work sphere where the employees continuously see each other which

facilitates cooperation. (HR manager organization A)

Not only openness and transparency are frequently used terms to describe HNW. Another used term

to describe HNW is the responsibility of the employees as well as the managers. As noticed by the

business development manager of organization D:

within HNW it is about giving and taking responsibility for the employees as well as the managers.

According to most of the interviewees HNW provides and asks thus for responsibility of the employees

and the manager, more than in the old way of working. According to the facility and ICT manager of

organization G, the term responsibility in the HNW concept is also different from former views onresponsibility. In his opinion:

it is not about managing on the presence of the employees anymore, which was common good in

former years, but the employees are responsible for their time spending on the office and the results

they must deliver. That is the responsibility of the employees and the managers.

The responsibility of the employees and managers relates to another term associated with HNW,

namely: focus on results and output. This term is reflected in the quotation of the facility manager of

organization E, by saying that:

the idea of HNW here is that the office is the base. You can work anywhere: at home, with friends, in

a caf. You can work in the early morning or in the late evening. It doesnt matter, because you will bemanaged on your output and results. The output is what you realize and where you judged on.

In this way, managers give the employees the responsibility to decide where and when they work and

manage the results of the agreements they made These agreements made on results and output lead


39/82

and managers give to the employees to let them be responsible for their own timetables and only

manage them on their results.

4|2|2 HNW = flexibility/freedom

Another theme that is very important within the HNW-concept is flexibility or freedom. This is reflected

in four terms that were frequently mentioned in the interviews. The first term mentioned is the office as

a meeting place. This is reflected in the quotation of the program manager of organization C:

the office need to be a meeting place: you can come and go and decide whether you want to meet

your colleagues at the office or work at another place.

With an office as a meeting place, the employees have the flexibility to meet each other at the office to

have (informal) meetings at any time. The office as a meeting place is therefore related to the second

term: the independency of time. According the HR manager of organization B and facility manager of

organization A this is a characteristic of the concept of HNW, because:

the first thing I think about with HNW is that people are the boss of their own time.

They decide how they use their time(HR manager organization B)

with HNW you create the situation that you can work 24 hours a week. So it can be that you play a

tennis match in the morning and you do your work in the evening.

(facility manager organization A)

With the independency of time, people are flexible to make their own work schedules. The term

independency of time relates closely to the third term, independency of place. As reflected in the

quotation of the facility manager of organization H:

within HNW employees can decide where they want to work. And that can be at any place, for


40/82

4|2|3 Trust and flexibility/freedom through interaction of the HR-, ICT- and facility disciplines

To com to trust and flexibility which are the central themes within HNW the data showed that

interaction between HR,- ICT and facility management is required. The importance of interaction

between the three disciplines on HNW is shown by the quotations of the interviewees that refer to HR

as well as ICT and facility management topics. First, almost all interviewees mentioned that HNW is a

change of culture. As said by the HR manager of organization G:

it has all to do with the changing culture, not only within the organization,

but it is also a change in the way of life of the employees.

Within this, it means that HNW asks for a change of routines and a change of the way people work, in

other words: a mind-shift of the employees and managers. Another HR-related topic is that HNW

should facilitate a higher employee satisfaction. The HR manager of organization E sees already a

higher employee satisfaction after implementing HNW:

the employee satisfaction is higher than before. Employees told us:

I have more grip and control on my time and that makes me happier.

These two mentioned terms related to HNW can be seen as HR related terms, because they deal with

the human resources side of the organization. But not only HR related terms are mentioned by

describing the HNW concept, interviewees also refer to ICT related terms, such as supporting

software. For the ICT manager of organization D is:

the use of supporting software, such as office communicator, an important part of HNW. Several

software tools enable employees to work independent of time and place.

This view on HNW is shared with all the interviewees and reflect the ICT side of HNW. Other terms

that were used to describe HNW were more related to Facility management. This is reflected in the


41/82

This quote shows that HNW not only concentrates on HR and ICT topics, but also on facilitymanagement. However, a shared opinion among most of the employees is that ICT and facility

management are the supporting disciplines within the HNW concept. This perception is reflected in the

opinion of the facility manager of organization D:

a pitfall of HNW is that most people think: we place some innovative workplaces in the office and give

the employees laptops with the newest software and then HNW works. But that is not the way it works.ICT and Facility management support HNW and the focus must be on the cultural change within the

organization, it is about a new way of thinking and working.

Although ICT and facility management are seen as the supporting parts of HNW, the interviewees

have the shared opinion that these disciplines together with the HR discipline need to implement HNW

through the organization.

4|3 The interpretations of HR, ICT and Facility management on HNWAs described in the previous section, the interaction between the HR-, ICT- and facility management

disciplines is important to meet the central themes of HNW. This interaction within the organizational

change towards HNW is also the focus of the research. To describe the interaction, the different

interpretations of HNW of the interviewees of these three disciplines are represented in the next figure.

Attract and maintain employees

Higher employee satisfaction

Inform/motivate employees

Deal with resistance

Arbo/CAO aspects

HR management

Innovation of the ICT structure

Security aspects

User friendliness of software

ICT management

Difference in

perceptions

on HNW


42/82

4|3|1 HR management: change the mind of the managers and employees

Within HNW, the perceptions of HR management are concerned with the employees, managers and

culture of the organization, that is the human resources aspect. The data showed that the most

important perception of this organizational discipline is that HNW should result in the attraction and

maintenance of employees. All organizations are aware of the increasing obsolescence and scarcity

on the labor market in the future. This is reflected by the opinions of the HR manager of organization A

and the HR manager of organization D:

we are not a very sexy organization, and with the concept of HNW we will attract new and young

employees and also maintain employees. (HR manager organization A)

the goal is to be an attractive and better employer and therefore

we use HNW to attract and maintain people. (HR manager organization D)

Another important perception of the HR department is the importance of higher employee satisfaction.

The perception of the HR managers is that they have to monitor the employee satisfaction and to

notice whether this will increase by implementing HNW. A third perception of HNW within the HR

discipline is to inform the employees in the right way about HNW and to motivate and guide them to

work in consistence with the principles of HNW. This is done by facilitating workshops for employees

and managers, like the HR manager of organisation I explains:

in the beginning, we give our employees and managers a workshop where they become aware of the

way they work and which agreements they should make when they change to HNW;

another way of working.

Therefore, these workshops are a part of the process of awareness of HNW. According to the data HR

management have to deal with a fourth, very important, issue: deal with resistance to the HNW

change. According to the HR manager of organization A:


43/82

you see that not everybody sees the need of it and that it often requires a form of customization(HR manager, organization H).

To reduce the resistance during the HNW implementation, the data showed that the HR discipline

stays continuously in contact with the groups or people that have inconvenience with the change. As

said by the HR manager of organization E:

we ask continuously for feedback and we keep talking and discussing different

HNW topics with those who are not convinced of the advantages of it.

Finally, a fifth perception of the HR discipline is the topics related to working conditions and CAO

arrangements. This perception is reflected in the opinions of the HR manager of organization D and

the HR manager of organization F:

although it is not the most sexiest part of HR management within HNW, it is not less important.

In our organization, every employee gets a arbo-passport where the sizes for chairs

and tables are registered. (HR manager organization D)

when implementing HNW in the organization there need to be new arrangements about HNWincluded in the CAO of the organization or branch. (HR manager organization F)

With this information, the data showed that the HR discipline within the process of HNW is concerned

with the attraction of employees, the mental change of the employees and managers as well as with

the resistance HNW can produce. Furthermore, the HR department has to deal with topics in the field

of working conditions. However, as said before, HNW is not only an organizational change where the

HR management discipline is involved, but also the disciplines of ICT management and facility

management have an important role within the change towards HNW.

4|3|2 ICT t h th t l d ft


44/82

at one moment, you see that there is the need for new ICT support to realize the HNW concept.Therefore, we decided to provide our employees a laptop and a smartphone. These are their personal

devices to work with and within HNW(ICT manager, organization I).

In almost all organizations, the ICT department has investigated which laptops and smartphones are

suitable for the different functions of the employees. Within organisation H, the ICT department has

developed different profiles of users:

for each function profile we decided what was the best equipment. We have made a specific

distinction between different functions, which was also a matter of costs.

Also organization D looks at different functions by providing a laptop and/or smartphone. Although this

organization first decided to give all their employees the same laptop and smartphone, in a later phasethey realized that not all employees have the same needs. This is reflected in the interview with the

ICT manager of this organization:

after the pilot of HNW it became clear that not all employees need a smartphone, because some of

the employees only use a phone application on their laptop. With such findings, we decided to look at

the activities of the employee and then make a choice which tools are needed.

Together with the facilitation of laptops and smartphones the other most important goal of the ICT

department is to provide the right software(tools). The development of a virtual/digital sharepoint and

videoconferencing are the most mentioned software(tools). The ICT manager of organization G

emphasizes this importance:

for employees the most visible ICT tool is the digital sharepoint. With this tool, people can upload all

their documents and share them among the other employees.

The employees have everywhere access to this tool.


45/82

Besides the focus on the applications and tools for the employees, for the ICT department it is alsoimportant to deal with security topics of important information within the organization. The ICT

manager of organization B underlines this importance:

security is an very important topic for ICT, because when people work at home, the documents are

available and not protected. Therefore, some applications are excluded on purpose when people work

at home or at another location than the office.

Not only organization B have taken specific decisions in order to secure information virtually, but all

the other organizations have made decisions, such as organization B. This is reflected in the opinion

of the ICT manager of organization I:

if information is lost on the internet or ends up with the competitor,we as ICT department will be approached.

A last interest of the ICT department is the user friendliness of the software. To guarantee the user

friendliness of the tools, the organizations guide their employees through the ICT environment. The

perception of guaranteeing user friendliness by providing workshops for the employees is reflected in

the opinions of the ICT manager of organization D and the ICT manager of organization H:

we want to reduce the complexity of the ICT environment, because complexity means extra work and

extra costs. And that is what we want to prevent. (ICT manager organization D)

we provide workshops to give people more insight in the tools and explain for which activity which

tools is the most appropriate. (ICT manager, organization H).

Besides the perceptions of the HR discipline and ICT discipline, the discipline of facility management

has also their own perceptions of the concept of HNW.


46/82

when I count what will be the influence of HNW on the number of workplaces, I see that we canreduce the number of workplaces with a half. This means that you can close the half of your offices

and that reduces millions each year.

Organization B found out that most of the workplaces where not occupied during the week and

realized that they can save space and costs by implementing HNW:

we walked through the offices on Friday and we saw so many empty workplaces and so few people

working and thought: we have to do something with that.

The reducing of office space and costs is not only a motive for organizations to implement HNW, but

also the most important interest of the facility discipline. With the closing of offices and ending of

leases, the facility department reduces as well the office space as well as the housing costs. In formeryears, all the organizations made use of a workplace ratio of 1 or higher, which means that there is

one wo

Het Nieuwe Werken; the interplay of three is the key

Documents

Transcript of Het Nieuwe Werken; the interplay of three is the key