Managing the 3 Ps in workplace disruption: people, place, and process in the case of co-working space

The push for digitalization and the impact of the pandemic have transformed how organizations design their workspaces. In the past, Asian organizations heavily invested in physical workspaces and required employees to be present at the workplace. Flexible work arrangements were merely discussed superficially before the pandemic. However, the pandemic forced companies to adopt remote working and integrate digital tools into their continuity plans. Having experienced remote or flexible working, employees now find it challenging to revert to conventional in-person work setups. Consequently, organizations are reevaluating the need for extensive workspace, leading many to consider redesigning their offices as co-working spaces (also referred to as activity-based offices). This book chapter offers recommendations for contemporary organizations in designing co-working offices that fulfill users’ needs. Drawing upon empirical research and case studies from corporate and higher education sectors, we integrate three key factors—people, place, and process—underlying the transition and implementation of co-working spaces. By identifying challenges and opportunities arising from this disruption, we provide guidance for organizations and employees to navigate this rapidly changing landscape. Ultimately, this chapter seeks to enhance understanding of workplace disruption caused by co-working spaces and provide practical assistance for organizations and employees striving to thrive in this evolving environment.