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Spatial solutions supporting information exchange and knowledge creation

Presentation by Sanna Peltoniemi at The 7th Annual Symposium of Architectural Research in Finland, Espoo 23-24 October 2015 #popupresearch

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Spatial solutions supporting information exchange and knowledge creation

  1. 1. Spatial solutions supporting information exchange and knowledge creation Sanna Peltoniemi1, Jenni Poutanen1, Aino Ahtinen2, Henna Salonius3 1 School of Architecture, Tampere University of Technology 2 Human-centered Technology, Tampere University of Technology 3 Novi Research Center, Tampere University of Technology
  2. 2. •  Background •  Theoretical framework •  Methodology Intro •  Different types of knowledge workers and their mobility •  Layout analysis Results •  The role of team rooms •  Activity-based layout •  Further research Conclusions
  3. 3. Introduction
  4. 4. “Often we cannot say what it is that we know” (Schön 1983, p.49)
  5. 5. information exchange transfer of tacit knowledge architectural practice! layout of the architectural office different types of knowledge workers focus “intuitive” knowledge ideas and concepts visual references, which support the verbal communication mobility
  6. 6. Tacit knowledge is converted into explicit knowledge Individual tacit knowledge is converted into group tacit knowledge 1 Socialization 2 Externalization Separate explicit knowledge is converted into systemic explicit knowledge 3 Combination Explicit knowledge is transformed back into tacit knowledge 4 Internalization (Nonaka & Takeuchi 1995)
  7. 7. Supports concentrated work and guided work processes by an atmosphere, which is task-oriented, and the focus is on tangible performance Brings people together Offers room for privacy and repetitious routine tasks. Supports the role of the individual. Hosts a relaxed and sometimes even lazy atmosphere. The sharing of knowledge and innovative spirit is essential part of this place. 1 Socialization 2 Externalization 3 Combination 4 Internalization Ba is a shared space which serves as a platform for knowledge creation. (Nonaka & Takeuchi 1995; Nenonen 2004)
  8. 8. Research questions Which different types of office workers can be identified among the participants? How the mobility of the different types of workers impact on the information exchange and knowledge creation within the office?
  9. 9. Methodology Semi-large architecture office. The office is located in the city center of Tampere and it had moved to the new premises in the spring of 2014. Semi-structured theme interviews (N=18, F=8, M=10). During on-site visit observations about the context provided an additional and informal data collection method.
  10. 10. Results
  11. 11. ”Navigator” •  highly mobile including the global network •  variation of job profiles ”Gatherer” •  spend half of their working hours away from the office at different meetings •  do not necessarily require their own office desk •  need different types of working stations •  space for concentration and collaboration ”Connector” •  move around the office building •  spend their working hours at meetings or talking to colleagues •  interact a great deal with different people, but they stay within the office building ”Anchor” •  the lowest mobility •  the office everyday, working at their desks most of the time •  have the essential role in knowledge transfer within an office, because other employees go to them in order to get information (Greene and Myerson 2011) DIFFERENT TYPES OF KNOWLEDGE WORKERS AND THEIR MOBILITY
  12. 12. Frequency of changing location Location Low ContinunousHigh FixedlocationMultiple,changinglocations Anchors (8 identified) Gatherers (3 identified) Connectors (7 identified) Navigators (0 identified) THE CATEGORIZATION OF THE INTERVIEWEES on four types of knowledge workers in relation to previous studies of Greene and Myerson 2011, Schaffers et al. 2006 and Vartiainen et al. 2007.
  13. 13. THE LAYOUT OF THE ARCHITECTURE OFFICE
  14. 14. Team rooms support information exchange and transfer of tacit knowledge between team members in the same room
  15. 15. The team-based layout does not support individual working preferences ♬ ! ♫ ♩♫ !
  16. 16. Team-based working inhibited the information exchange between different teams
  17. 17. Conclusions
  18. 18. Brings people together 1 Socialization Supports concentrated work and guided work processes by an atmosphere, which is task-oriented, and the focus is on tangible performance 2 Externalization THE ROLE OF THE TEAM ROOMS
  19. 19. TRANSFORMING THE TEAM-BASED LAYOUT TOWARDS ACTIVITY-BASED LAYOUT
  20. 20. TRANSFORMING THE TEAM-BASED LAYOUT TOWARDS ACTIVITY-BASED LAYOUT
  21. 21. Thank you! https://popupknowledgework.wordpress.com/ Follow us on Twitter #popupresearch sanna.peltoniemi@tut.fi jenni.poutanen@tut.fi aino.ahtinen@tut.fi henna.salonius@tut.fi

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