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Reconfiguring workplaces
 Table 3.3 Overview data
25 interviews
25 vlogs
21 documents
average length of 59 mins, 36 to 87 mins
across hierarchical level, departments indicated by participants numbers: P#
average length of 2:36 mins; total of 66:07 mins
9 vlogs from 3 non-respondents
16 vlogs from 5 respondents Indicated by document numbers: D# (combined with documents as secondary data source)
total of 135 pages
16 internal documents (meeting notes, email announcements, slides) 5 external documents (press releases, slides, articles)
Indicated by document numbers: D# (combined with vlogs as secondary data source)
Inform our understanding of all phases. Provide employee’s reflections on the impact of the closure.
Inform our understanding of the closure phase. Reveal employee experiences and reflection.
Inform our understanding of the old office and closure phase. Reveal how the company prepared the employees and communicated.
                      (20% was 20-29; 28% was 30-39; 28% was 40-49; 24% was 50-59), gender (52% male; 48% female), and years of tenure (48% low tenure; 16% medium tenure; 36% high tenure). We included advocates and opponents as well as different levels of involvement in the transformation. Going into the interviews, we were unaware of the respondent’s opinion about the closure.
We conducted the interviews about nine months after TechSub moved into the new office. Typically, such retrospective interviews are associated with the recall effect (Golden, 1992) and people tend to construct a coherent self-narrative after the fact (Fachin & Davel, 2015). To improve these issues, we asked about what happened in a particular instance and used a visual timeline on which respondents situated the event by pointing it out. In several cases, this led interviewees to realize that they

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