This research analyzes the influence of coworking space on organizational performance, with the intent of understand coworking’s role in the organizational performance of its users. Currently there are few studies about coworking in Brazil. The study has a qualitative approach and can be characterized as a case study. The case study is a unit of the global network of coworking spaces, Impact Hub. Five organizations in that coworking space were selected to participate in this research. Data was collected through documentary research and semi-structured interviews with coworkers who have managerial responsibilities. This research organized the characteristics of coworking spaces considered relevant to performance management, in the perception of coworkers, in four categories: infrastructure and layout, actions of hosts, interactions in coworking, coworking culture. Amongst the findings is the comprehension that coworking is a complex phenomenon and, therefore, it contributes to organizational performance in different ways for different coworkers. This research used a multidimensional model of organizational performance to better comprehend how coworking spaces contribute to organizational results. The model evaluate performance through social results, technical-operational results, political results and economical-financial-market results. The perception of each coworker is shaped by their organizational needs, the personalities of their managers, by the specific social context the coworking belongs to and by the management of coworking space’s hosts. The practical contribution of this study is to inform the decision making of coworking space’s hosts. This study can help inform coworking hosts’ decision making by identifying which aspects of coworking will have larger strategic implications to coworkers and by identifying which type of coworkers will be the most benefited by those decisions. / Submitted by Breno Henrique Tomiyoshi Nakao (breno.nakao@unisul.br) on 2017-12-11T10:06:00Z No. of bitstreams: 2 license_rdf: 805 bytes, checksum: c4c98de35c20c53220c07884f4def27c (MD5) Dissertacao Nakao Coworking 2017.pdf: 2350282 bytes, checksum: c10731aca70bfbf1f1d8fac2b3d0ce1c (MD5) / Rejected by Raquel Janir Antunes (raquel.antunes@unisul.br), reason: Prezado Breno, Precisamos da ficha catalográfica dentro da sua dissertação final. Atenciosamente, Raque Antunes on 2017-12-11T15:46:02Z (GMT) / Submitted by Breno Henrique Tomiyoshi Nakao (breno.nakao@unisul.br) on 2018-03-26T23:08:34Z No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertacao Breno Nakao Coworking 2017.pdf: 1903059 bytes, checksum: 8a00d8dbfa14e557d7329cc46c28ca1c (MD5) / Approved for entry into archive by Raquel Janir Antunes (raquel.antunes@unisul.br) on 2018-03-27T19:16:04Z (GMT) No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertacao Breno Nakao Coworking 2017.pdf: 1903059 bytes, checksum: 8a00d8dbfa14e557d7329cc46c28ca1c (MD5) / Made available in DSpace on 2018-03-27T19:16:04Z (GMT). No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertacao Breno Nakao Coworking 2017.pdf: 1903059 bytes, checksum: 8a00d8dbfa14e557d7329cc46c28ca1c (MD5) Previous issue date: 2017 / Esta pesquisa analisou a teoria e a prática do trabalho em espaços de coworking com o objetivo de compreender o seu papel no desempenho das organizações usuárias. Metodologicamente, a pesquisa caracteriza-se como qualitativa, do tipo estudo de caso. O caso de estudo é uma unidade da rede global Impact Hub. Participaram da pesquisa cinco organizações integrantes do espaço. Para a coleta de dados, foram utilizados dados documentais e entrevistas semiestruturadas com coworkers. A pesquisa identificou que as características do coworking consideradas relevantes para o desempenho organizacional, segundo a percepção de coworkers, podem ser organizadas em quatro categorias: infraestrutura e layout do espaço de trabalho, ações de hosts, interação no coworking, cultura do coworking. Outro resultado da pesquisa foi a constatação de que o coworking é um ambiente complexo e, por isso, ele contribui para o desempenho organizacional de formas diferentes para coworkers diferentes. Foi utilizado um modelo multidimensional de desempenho organizacional que auxiliou a compreensão as contribuições do coworking para os resultados organizacionais considerando: resultados sociais, resultados técnico-operacionais, resultados políticos e resultados econômico-financeiro-mercadológicos. A percepção de cada coworker sobre as vantagens do fenômeno é influenciada por suas necessidades organizacionais, personalidade de seus gestores, por condições específicas ao contexto social ao qual o espaço pertence e pela ação dos gestores do espaço de coworking. Além das contribuições teóricas, a pesquisa contribui para a prática do coworking ao oferecer subsidio às decisões de gestores de espaços de coworking sobre quais características do coworking possuem maior valor estratégico, e sobre quais tipos de coworkers mais se beneficiam destas escolhas.

abstract: I develop and test theoretical hypotheses for how employees' authenticity at work influences their motivational, relational, and effectiveness outcomes. These hypotheses are grounded in the idea that when individuals feel they display their true selves at work, they can more fully employ their physical, cognitive and emotional energies in their work roles, which in turn leads to higher levels of employee effectiveness (e.g., task performance, perceived value to the organization, and promotability). In addition to this personal motivational process, individuals who are more authentic also develop high-quality relationships with their coworkers, thereby receiving more instrumental support and minimizing the antagonistic encounters they have with their colleagues. Both types of coworker interactions should, in turn, also influence the focal individual's effectiveness at work. Finally, I hypothesize that the relationships between authenticity and these relational and effectiveness outcomes are moderated by certain personality traits, such that when an individual is highly narcissistic, has very low self-esteem, or has strongly held values or beliefs generally perceived to be negative or deviant, the relationships change: authenticity's positive influence on coworker instrumental support becomes less positive, and authenticity's negative influence on coworker incivility becomes less negative. These moderation effects are expected for employee effectiveness as well. The sample used to test these hypotheses consisted of 102 employees and their 16 supervisors from two private companies headquartered in the Southwest United States. Authenticity was found to be positively associated with employee engagement, coworker instrumental support, and employee effectiveness, and negatively associated with coworker incivility. Once other factors were controlled for, significant relationships remained with employee engagement and coworker support. Contrary to expectations, neither engagement nor coworker interactions mediated the authenticity-employee effectiveness relationship. A dark side of authenticity was found for two of the three personality traits: self-esteem moderated the relationship between authenticity and coworker instrumental support, such that when self-esteem was low, the relationship between authenticity and coworker support was significantly weaker. Additionally, narcissism moderated the relationship between authenticity and employee effectiveness such that when narcissism was low, the relationship between authenticity and effectiveness was positive, but when narcissism was high, the relationship became negative. / Dissertation/Thesis / Doctoral Dissertation Business Administration 2014

This study investigated whether the percentage of time that weekly employees spend in virtual workspaces is related to job satisfaction (JS), organizational commitment (OC), perceived supervisor support (PSS) and perceived coworker support (PCS). One hundred thirty-five virtual workers employed by 1 of 5 large, privately owned companies reported the percentage of their work time spent performing virtual work and completed 4 instruments to measure JS, OC, PSS, and PCS. Data were analyzed using multivariate linear regression, multivariate multiple regression, and multivariate analysis of variance. Results showed that virtual workers who spent 75% or more of their time engaged in virtual work had higher JS, OC, and PSS than virtual workers who spent 25% or less of their work time working virtually. No relationship was found between the percentage of time spent working virtually and PCS. Results were also examined to determine whether gender or age moderated any of the relationships found between the percentage of time working virtually and organizational outcomes. Neither gender nor age moderated the relationships observed. The study results showed that as employee time performing virtual work increases, employee and corporate benefits also increase in large, privately owned companies. The results of the study have several potential implications for positive social change for organizations, employees, and society as a whole by providing information to organizations considering increasing the percentage of time employees spend engaging in virtual work, helping society determine how performing virtual work affects an employee's well-being, potentially providing insight to employees regarding the pros and cons of virtual work.

This is a qualitative study, and the purpose is to investigate whether hybrid work is a successful way of working in matters of conflict, leadership, and control. The two questions that form the basis of the analysis are I: What does hybrid work mean and how does this affect employees in practice? And II: What impact does hybrid work have on leadership? The essay was written on behalf of and in collaboration with a Swedish government authority. The purpose of the essay has been developed in collaboration with the authority. Semi-structured interviews have been the main approach to data collection. The interviews took place at the relevant authority with both employees and managers. Thematic analysis based on Braune and Clark’s six steps (2006) has been carried out to analyze the data and to produce the results on which the study is based. The main results that emerged are that hybrid work based on several factors entails both advantages and disadvantages. Some of the results that emerged were that change in leadership is central to hybrid work and that it requires more from managers to adapt to this. There have also been results about loss of control for both managers and employees, as well as both a positive and negative impact on mood due to hybrid work.

Hiring and maintaining quality staff members is crucial in juvenile correctional facilities. Unfortunately, staff turnover is much more common in correctional agencies than other areas of government work. Although several studies have looked at rates and predictors of employee turnover in adult correctional facilities, few have assessed the issue among juvenile correctional staff. Therefore, this study was guided by two main questions: (1) what are the current turnover rates among frontline staff members at Delaware's public juvenile correctional facilities, and (2) what are the main factors that lead to frontline staff leaving? To answer the above questions, this study used a mixed-methods approach consisting of three stages. In the first stage, total rates of voluntary turnover were provided by an administrator from Delaware State's Division of Youth Rehabilitative Services (DYRS) Personnel Department. The voluntary turnover rates for juvenile correctional officers in Delaware's public facilities for 2011 and 2012 were 7 percent and 13 percent, respectively. This is slightly less than voluntary turnover rates from previous studies on juvenile correctional staff. The next two stages of research were designed to assess the best predictors of intentions to leave for Delaware's frontline staff members. Specifically, the second stage consisted of interviews with 14 staff members from five residential facilities across Delaware. The interviews increased our understanding of how aspects of job satisfaction and organizational commitment apply to this particular sample of employees and provided greater insight into two recently developed aspects of employee turnover theory: Job Embeddedness and the Employment Opportunity Index (EOI). More importantly, three aspects of employee turnover for this sample were discovered: commitment to youth, career stepping stone and job expectations. The discovery of new variables supports the idea that it is important for researchers assessing employee turnover to conduct face-to-face interviews with employees prior to analyzing survey data. The final stage of research compared three models of employee turnover. The first was based on Lambert's 2001 model of correctional officer turnover which stemmed from employee turnover theory. The second model was designed to assess improvement in predicting intentions to leave by incorporating two concepts, Job Embeddedness and the Employment Opportunity Index (EOI), that have not been tested in many studies on employee turnover. The last model that was tested incorporated the three new variables that were created based on the interviews in stage two. Intentions to leave was used as the outcome variable in this study. It measures the extent to which a person desires to leave his or her job. It was chosen for two reasons: 1) Samples consisting of employees who have quit can take years to obtain and 2) Assessing employees intentions to leave could be more useful to administrators. The sample for the last stage of this study consisted of 102 frontline staff members from five of Delaware's six facilities. The data for the last portion of this study were analyzed using structural equation modeling (SEM). This method was appropriate because it could assess the impact of both direct and indirect measures. However, because the sample size for this study was not adequate to run any of the models in full, ordinary least squares (OLS) regression was also incorporated. Results from the quantitative portion of this study showed that there were several variables that predicted intentions to leave for this sample. Similar to most studies that look at intentions to leave, job satisfaction and organizational commitment were two of the strongest predictors of intentions to leave. In terms of individual characteristics, race/ethnicity was the only statistically significant predictor. What was especially interesting about this result was that when previous studies found a race effect, it was that African Americans had higher levels of intentions to leave. This was not the case for this sample. Along these lines, race/ethnicity was significantly associated with one of the factors from Job Embeddedness, organizational fit, which assesses if employees believe they are an appropriate match for their job. Interestingly, whites had lower levels of organizational fit which resulted in higher levels of intentions to leave. Findings from this study have implications for the correctional literature and employee turnover theory. This study supported a long history of employee turnover studies that have found job satisfaction and organizational commitment to be the best predictors of employee turnover. At the same time, this study also found a new predictor of employee turnover specific to juvenile correctional officers: commitment to youth. This stands to have a major impact on future research on employee turnover, not just for juvenile corrections but also studies in the larger body of employee turnover in that this study made it clear that one model does not fit all workers. The concept, commitment to youth, applies only to employees who work with youths. And, the particular way commitment to youth was measured in the present study would only apply to those who work with at-risk youths. Therefore, this study should be viewed as an important step towards understanding the relationship between commitment to youth and decisions made by juvenile correctional officers. This study also had important implications for administrators of juvenile correctional facilities. A major finding stemming from the interviews, which was subsequently confirmed by the quantitative analysis, was that support from coworkers is vital to the overall performance of staff. In fact, subjects reported that a lack of support from coworkers was the difference between a good day and a bad day, and that it was never the juveniles that created a bad day for staff; it was their coworkers. Based on this finding, it is vital that administrators stress the importance of not only working as a team, but also the importance of respecting fellow staff members, especially in front of youths. To do this, administrators should encourage supervisors to demonstrate this type of behavior every day and stress the importance of it during trainings, especially the impact it can have on the residents; several staff members discussed how the youthful offenders can easily detect bad feelings among staff. / Criminal Justice

Recent studies indicate that employees distinguish between commitments to interpersonal foci within the organization, such as supervisors and coworkers. Often, these commitments account for variance in outcomes incremental to organizational commitment (e.g., Becker, 1992). Unfortunately, research has tended to focus on affective forms of commitment to foci, while ignoring normative and continuance commitment. To address this gap, the current study proposed and tested models of commitment to foci which incorporate normative and continuance commitment in addition to affective commitment. Results showed some parallels with findings concerning organizational commitment. Much like organizational commitment, support from a focus relates to affective commitment to that focus, while expectations from a focus predict normative commitment to the focus. Additionally, both affective and normative commitment to supervisors and coworkers predicted favorable outcomes, but continuance commitment did not. In line with researchers recommendations (e.g., Johnson, Groff & Taing, in press), interactions among different bases and foci of commitment were also examined. Exploratory analyses suggested a three-way interaction between affective organizational, supervisor, and coworker commitment for predicting in-role performance.

Abstract The purpose of this dissertation is to investigate and compare the effects of coworkers¡¦ relational demographic similarities and guanxi base on coworkers¡¦ helping behavior. Moreover, the mediation mechanisms of social liking between coworkers¡¦ relational demographic similarities and helping behavior, and guanxi obligation between coworkers¡¦ guanxi base and helping behavior were examined. Furthermore, the moderation effect of interdependent self on the relationship between relational demographic similarities and helping behavior, and the moderation effect of individual traditionality on the relationship between guanxi base and helping behavior were examined. There were three studies in this dissertation, and the data were collected by scenario experimental design combined with questionnaire survey. The subjects were working employees sampled from different industries. Results showed that both coworkers¡¦ relational demographic similarities and guanxi base have significant effects on the interpersonal-related helping behavior, but not on work-related helping behavior. Moreover, the mediation effects of social liking towards coworker, and guanxi obligation were significant in both study 1 and study 2. The moderation effect was not significant in study 1, but was significant in study 2. The individual traditionality moderated the relationship of guanxi base and guanxi obligation. The results of study 3 showed that coworkers with guanxi base have stronger effect on both interpersonal-related and work-related coworkers¡¦ helping behavior than coworkers with relational demographic similarities. The results were discussed and the limitations and suggestions for future research were proposed.

In recent years, studies have discussed the abusive supervision behavior in the organizations. Especially, supervisors¡¦ abusive supervision behaviors were believed to have negative effects on subordinates. However, the relationship between supervisors¡¦ abusive supervision behaviors, subordinates¡¦ work-family conflict, and deviant behavior remained unclear. For this reason, this study intends correlating supervisors¡¦ abusive supervision behaviors and subordinates¡¦ work-family conflict with deviant behavior. In this study, abusive supervision is the independent variable; Deviant behavior is the dependent variable; Work-family conflict is the mediator. Besides, we defined social support (family-supportive policies, perceived organizational work¡Vfamily support, and perceived coworker support) as a moderator not only between supervisors¡¦ abusive supervision behaviors and subordinates¡¦ work-family conflict, but also between work-family conflict and deviant behavior. The subjects of the study who are selected by convenience sampling and the data are collected using dyad-approach are common enterprise employees from manufacturing, high-tech industry, and service industry in Taiwan. Two hundred and twelve effective questionnaires (106 supervisor-subordinate dyadic data) of the survey are retrieved. Moreover, the analytic tools such as descriptive analysis, confirmatory factor analysis (CFA), linear structural relation, hierarchical regression analysis, and sobel test are utilized to analyze the result of the survey and to verify the assumptions of the study. The findings of the study are as follows. (1) Abusive supervision correlates positively with work-family conflict. (2) Work-family conflict also has significantly positive correlation with deviant behavior. (3) Mediating effect of work-family conflict is significant. (4) Family-supportive policies moderate the relationship between Abusive supervision and work-family conflict. The findings highly support the hypothesis I made, and also testify some researcher¡¦s suggestions. Further from this research, I also offer some suggestions for management and practice to the issue and following related research.

Upphovet till denna studie är en nyfikenhet i hur medarbetare utvecklas via olika projekt, där de får ta stort ansvar själva för projektets upplägg, budget och resultat. De flesta projekt är till för verksamhetsutveckling, där det handlar om att effektivisera, förbättra och i vissa fall kost-nadsreducera processer och/eller verktyg för någon form av produktions- eller tjänsteorgani- sation. Dessvärre hinns eller prioriteras det sällan med att undersöka, utvärdera eller reflektera över hur ett projekts medlemmar har utvecklats såväl under projektets levnadstid som efter projektavslut. Syftet med denna studie är att söka kunskap och förståelse om hur ett projekts medlemmar upplever att deras myndiga medarbetarskap, lärande och utveckling har påverkats. Detta sö-kande efter kunskap och en ny förståelse har skett genom halvstrukturerade intervjuer av med-lemmar i ett projekt. Resultatet har sen tolkats med en hermeneutisk ansats i relation till Tengblad och Hällsténs (2006) teori om det myndiga medarbetarskapet samt Illeris (2006) teori om lärande. Resultatet visar att projektmedlemmarna har upplevt att arbetet i projektet har påverkats i riktning mot ett myndigt medarbetarskap, ett ökat lärande och i en utveckling

Tidigare forskning visar att ledarskapet är avgörande för om en organisations kvalitetsarbete ska bli framgångsrikt. En central del i kvalitetsarbetet är dock medarbetarnas förutsättningar att vara delaktiga. Då flertalet teorier inom området är ledarskapscentrerade har denna studie därför sitt fokus på medarbetarnas förutsättningar för delaktighet. Syftet med studien har varit att undersöka hur chefer möjliggör för medarbetare att vara delaktiga i kvalitetsarbetet och hur medarbetarna upplever detta. Studien har en kvalitativ ansats och genomfördes med två enkäter, en kvalitativ och en kvantitativ. 15 chefer med totalt 700 medarbetare från två kommunala verksamheter deltog. Studien visar att cheferna samstämmigt värderar medarbetarnas delaktighet som central för organisationens kvalitetsarbete. Det finns strukturer som både inkluderar och förutsätter medarbetarnas delaktighet. Tre områden identifierades som centrala för delaktighet, ledarskap, strukturer för kvalitetsarbete och organisationskultur. Ur dessa tre områden har två perspektiv på delaktighet framkommit, ett strukturellt och ett relationellt. Även medarbetargrupperna i studien är relativt samstämmiga avse-ende delaktighet. I stort sett samma medarbetargrupper upplever sig mest respektive minst positiva avseende frågor om delaktighet i kvalitetsarbetet. Mest delaktiga upp-lever sig medarbetare vara med en chef som betonar det relationellt perspektiv i sitt ledarskap. En central slutsats är att det utöver ett tydligt ledarskap och strukturer för kvalitets-arbetet också främjar medarbetarnas upplevelse av delaktighet om chefen har ett relationellt perspektiv på sitt ledarskap. / Previous research shows that leadership is crucial if an organizations quality work is going to be successful. However, a central part of quality work is the coworkers abil-ity to participate. As the majority of theories in this area are leadershipcentered, this study is therefore focused on the coworkers conditions for participation. The purpose of this studie has been to understand how managers enable coworkers to participate in the quality work and how the coworkers experience this. The studie has a qualititative approach and has been done with the use of two surveys, one qualitative and one qvantitative. 15 managers with a total of 700 coworkers of two municipalities participated. The study shows that the managers coherently values the coworkers participation as to be central in the organizations quality work. There are structures that both include and require the coworkers participation. Three areas were identified as central to participation, leadership, structures for quality work and an organizational culture. From these three areas have two perspectives on participation emerged, a structural and a relational. Even the coworkergroups in the study are relatively coherently regarding participation. In much the same coworkergroups experience most and least positive regarding questions of participation in quality work.The coworkers who are experiencing the most amounts of participation have manangers who emphasizes a relational perspective in his leadership. A key conclusion is that, in addition to distinct leadership and quality management structures, it also promotes coworkers experience of participation if the leader has a relational perspective on the leadership. / <p>2018-06-27</p>