The Influence of Workspace Strategy Consultants in NWoW Projects

The COVID-19 pandemic forced many organizations to generalize the adoption of remote work, causing an unprecedented and lasting transformation of work practices and processes. In response to the emergence of hybrid work models combining on-site and remote work, and in a context of increased demand for flexibility, both private and public organizations within the third sector were expected to rethink and adapt their workspaces to offer the opportunity to continue homeworking (Ipsen et al., 2021). This shift aimed to support workers’ well-being and maintain performance, while also reducing office space (Ipsen et al., 2021). These large-scale modernization projects of work environments are often referred to as «New Ways of Working (NWoW)» (Jemine, 2021) and typically integrate open spaces, flexible spaces, and activity-based workspaces (Lai et al., 2020). However, NWoW extends beyond physical spaces (bricks) to include innovations in digital technologies (bytes), as well as cultural and managerial changes (behaviour) (Franssen et al., 2022). Proponents of NWoW argue that such transformations are essential for organizations to remain viable in an increasingly competitive environment (Franssen et al., 2022). Moreover, media coverage of some cases of NWoW projects in HR and architectural circles has enhanced their visibility and reinforced the legitimacy of NWoW as an effective approach to workspace reorganization (Jemine, 2021). However, the extant literature has so far paid scant attention to the dynamics through which the ideas and concepts underlying NWoW projects diffuse (Jemine, 2021). Most notably, in studies that empirically describe the implementation processes of NWoW, we noticed an almost systematic intervention of consultants (e.g. Audrin et al., 2024; Jemine et al., 2022; Kingma, 2019; Lai et al., 2020; Ruostela et al., 2015). However, workspace strategy consultants and the way they weigh on NWoW projects have been systematically addressed in a peripheral or anecdotal manner. In some cases, consultants are not mentioned at all, leaving room for
ambiguity. Does this suggest that they are absent from the process, or that their role is
considered unnecessary? Or could it reflect a broader tendency to focus on the outcomes of such projects while overlooking the implementation process (Jemine, 2021)? This research takes the opposite approach by addressing the following question: How do workspace strategy consultants influence NWoW projects?