Workplace Design and Knowledge Sharing Dissertation or Thesis by Nicky

Presents a complete research study of the impact of workplace design on knowledge sharing in organisations.
# 150506 | 34,505 words | 111 sources | APA | 2012 | US
Published on Feb 28, 2012 in Architecture (Theory) , Business (Human Resources) , Research Designs (General)

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This paper relates an original investigative study with the objective to provide a deep theoretical and managerial insight into the impact of the design and use of the physical workplace on knowledge sharing. Following an extensive literature review, the author develops 30 hypotheses around which research scales are determined and the questionnaire responses are presented. The paper concludes that the research indicates that there is a near consensus among human resources professionals and building designers will improve the work environment increases worker productivity and suggests that a wide range of environmental and spatial factors contribute to the productivity of knowledge workers. The questionnaire and many tables and figures are included in the paper.

Table of Contents:
Introduction and Background
The Organizational Knowledge and Learning Imperative
Knowledge Management
Knowledge and Professional Services Work
Statement of the Problem
Research Questions
The Research Study
Research Contributions
Outline of Dissertation
Chapter Summary
Knowledge and Knowledge Sharing
Defining Knowledge
Defining Knowledge Sharing
Characterizing Knowledge Sharing and Transfer
Distribution of Relevant Knowledge
Degree and Duration of Interaction
Initiative and Responsibility
A Typology of Knowledge Sharing
Knowledge Sharing Practices among Knowledge Workers
Attributes of the Physical Workplace in the Knowledge-Intensive Workplace
Attributes of the Physical Workplace Associated with Knowledge Sharing Practices
Chapter Summary
Ecology of the Workplace
The Evolution of the Workplace
The Ecology of the Workplace
Sociological Influences
Architectural Influences
Technological (ICT) Influences
Research Model and Hypothesis
Theory of Planned Behaviour
Research Model
Research Hypothesis Development
Antecedents of Knowledge Sharing Behaviour
Antecedents of Knowledge Sharing Intention
Attitude towards Knowledge Sharing
Subjective Norm
Perceived Behavioural Control
Antecedents of Knowledge Sharing Attitude
Perceived Organisational Incentives as an Antecedent to Attitude towards Knowledge Sharing
Perceived Reciprocal Benefits as an Antecedent to Attitude towards Knowledge Sharing
Perceived Reputation Enhancement as an Antecedent to Attitude towards Knowledge Sharing
Perceived Loss of Knowledge Power as an Antecedent to Attitude towards Knowledge Sharing
Perceived Enjoyment in Helping Others as an Antecedent to Attitude towards Knowledge Sharing
Antecedents of Subjective Norm
Perceived Organisational Culture as an Antecedent to Subjective Norm
Perceived Type of Knowledge Work as an Antecedent to Subjective Norm
The Workplace as an Antecedent to Perceived Behavioural Control
Mental Space as an Antecedent to Perceived Behavioural Control
Social Space as an Antecedent to Perceived Behavioural Control
Social Network Perspective
Features of Social Networks
Tie Strength
Social Capital Perspective
Social Interaction Ties
Norm of Reciprocity
Shared Language
Shared Vision
Physical Space as an Antecedent to Perceived Behavioural Control
Space Syntax
Workplace Comfort
Virtual Space as an Antecedent to Perceived Behavioural Control
Survey Instrument Development
Survey Introduction
Construct Measures
Knowledge Sharing Behaviour
Knowledge Sharing Behaviour Scale Items
Knowledge Sharing Intention
Knowledge Sharing Intention Scale Items
Knowledge Sharing Attitude
Knowledge Sharing Attitude Scale Items
Subjective Norm
Subjective Norm Scale Items
Perceived Behavioral Control
Perceived Behavioural Control Scale Items
Behavioural Beliefs
Perceived Organizational Incentives
Perceived Organizational Incentives Scale Items
Perceived Reciprocal Benefits
Perceived Reciprocal Benefits Scale Items
Perceived Reputation Enhancement
Perceived Reputation Enhancement Scale Items
Perceived Loss of Knowledge Power
Perceived Loss of Knowledge Power Scale Items
Perceived Enjoyment in Helping Others
Perceived Enjoyment in Helping Others Scale Items
Normative Beliefs
Perceived Organizational Culture
Clan Culture Scale Items
Adhocracy Culture Scale Items
Market Culture Scale Items
Hierarchy Culture Scale Items
Perceived Type of Knowledge Work
Integration Scale Items
Collaboration Scale Items
Expert Scale Items
Routine Scale Items
Control Beliefs
Perceived Mental Space
Self Efficacy Scale Item
Perceived Social Space
Social Interaction
Social Interaction Scale Items
Personal Network (Social Network Analysis)
Trust Scale Items
Norm of Reciprocity
Norm of Reciprocity Scale Items
Identification Scale Items
Shared Language
Shared Language Scale Items
Shared Vision
Shared Vision Scale Items
Perceived Physical Space Comfort
Functional Comfort Scale Items
Perceived Virtual Space
Usage of Tools and Technology Scale Items
Tools and Technology Scale Items
Background Factors
Description of Primary Workspace
Primary Workspace Usage
Workplace Activities
Survey Instrument Reliability
Survey Instrument Known Reliability
Pilot Test
Summary, Conclusions and Recommendations
Addendum: Proforma Copy of Survey Instrument
Addendum: Invitation Letter to Respondents

From the Paper:

"Savvy knowledge workers, then, will seek out knowledge-intensive workplaces that provide them with the resources and physical attributes that they believe will help them achieve the maximum return on their investable capital, which in this case are their intellectual abilities. By providing these valuable knowledge workers with a workplace with the requisite physical attributes, organizations of all types can help these workers learn what needs to be learned and then to share and distribute this knowledge with those who need it when they need it. As Davenport emphasizes, "Thoughtful managers understand that increasing worker knowledge improves productivity--by as much as 16 percent. In a knowledge-intensive workplace, people believe that learning new skills will help them in finding and keeping a satisfying job--a job that pays a high return on their human capital investment. Moreover, the gratification that comes from learning is itself a return on the human capital a worker puts into the job." In their analysis the physical work environment. McCoy and Evans (2005) go beyond ergonomics to characterize as stressful those situations where elements of the physical environment interfere with the attainment of work objectives. Stressors in the work environment affect employee performance adversely when they are high intensity or prolonged; they slow down the individual's ability to process and understand the number and predictability of 'signals', which increase with task complexity."

Sample of Sources Used:

  • Ajzen, I. (2005). Attitudes, personality, and behavior. Maidenhead, England: Open University Press.
  • ---. (2002). Constructing a TPB questionnaire. Conceptual and methodological considerations in Anderson et al. at p. 129.
  • ---. (2001). Nature and operation of attitudes. Annual Review of Psychology, 27.
  • ---. (1991). The theory of planned behavior. Organizational Behavior and Human Decision Processes, 50, 179-211.
  • Ajzen, I. & Fishbein, M. (1980). Understanding attitudes and predicting social behavior. Englewood Cliffs, NJ: Prentice-Hall.

Cite this Dissertation or Thesis:

APA Format

Workplace Design and Knowledge Sharing (2012, February 28) Retrieved January 16, 2021, from

MLA Format

"Workplace Design and Knowledge Sharing" 28 February 2012. Web. 16 January. 2021. <>