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Reconfiguring workplaces
organizations need to provide opportunities to maintain their mid-layer relationships in other ways. One way could be to create an online space where workers receive occasional notifications to remind them with whom they have had shared projects. This data underlying this idea is likely to exist within the company already. Similarly, for the peripheral layer, themed channels on topics relating to work or leisure can facilitate connections between people who are not otherwise connect. This would offer employees the opportunity to explore and discuss ideas and tools (Wenger & Snyder, 2000). Immersive technologies offer even more opportunities to bridge the distance and create the situational richness, or “being there” (Cummings & Bailenson, 2016), that employees desire. For example, one can imagine fully functional, 3D virtual environments with direct channels to other workers. Another way could be for organizations to facilitate, if possible, social gatherings that bring together employees based on their mid-layer or peripheral source of connection. Even site visits to other locations could support this purpose (Hinds & Cramton, 2014). This would allow employees to experience the situational richness and share personal information that they may have withheld in virtual communication.
3.6.4 Conclusion
In conclusion, the current study provides insights into how workplaces are linked to work relationships. We introduced the concept of workplace configuration and identified three characteristics; we showed how a change in workplace configuration impacts three layers of relationships at work differently; and we demonstrated that for serendipity and situational richness of work a shared physical place is better suited than digital technology. We also argued that by viewing a workplace not as a single location but as consisting of multiple locations, we display more accurately how contemporary workers organize work. We discussed these findings in view of current literature and offered directions for future research. Based on future empirical evidence, we may be able to judge how to best leverage workplaces to build and maintain relationships.
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