Advertisement

Optimizing Occupancy: Strategic Planning of the Organization-Accommodation Relationship

  • Jacqueline C. Vischer

Abstract

Space is a strategic resource to businesses on two levels. One is the physical deployment of its personnel in the accommodation the company provides for them: how much space it needs to accommodate its people and their tasks. The other is the functional support the workspace provides to people engaged in specific, business-related tasks: the work environment as a tool for work. Appropriate deployment in space is cost-effective to the firm by minimizing its accommodation costs and optimizing the investment it makes in space. Functionally suitable workspace adds value by reducing downtime and increasing the efficiency of repetitive tasks. Space also provides both communication and separation opportunities to maximize individual and group creativity. Strategic decision making about accommodation incorporates both definitions of space as a resource; accommodation strategy is the topic of this chapter.

Keywords

Real Estate Strategy Concept Business Unit Office Space Space Resource 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes and References

  1. 1.
    R.H. Waterman, T.J. Peters, and J.R. Phillips, “The 7-S framework,” in J.B. Quinn, H. Mintzberg, and R.M.James, eds. The Strategy Process: Concepts, Contexts and Cases, (Englewood Cliffs, N. J.: Prentice-Hall, 1988 ); pp. 271–276Google Scholar
  2. 2.
    Waterman, Peters, and Phillips, “The 7-S Framework”, p. 275.Google Scholar
  3. 3.
    A.C. Hax, and N.S. Majluf, The Strategy Concept and Process: A Pragmatic Approach,(Englewood Cliffs, N. J.: Prentice-Hall, 1991) chap. 18.Google Scholar
  4. 4.
    Hax and Majluf, The Strategy Concept and Process,p. 27.Google Scholar
  5. 5.
    Hax and Majluf, The Strategy Concept and Process,p. 287.Google Scholar
  6. 6.
    Hax and Majluf, The Strategy Concept and Process,p. 296Google Scholar
  7. 7.
    Hax and Majluf, The Strategy Concept and Process,pp. 302–303.Google Scholar
  8. 8.
    Hax and Majluf, The Strategy Concept and Process,chap. 19.Google Scholar
  9. 9.
    Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance,(New York: The Free Press, 1985) chap 2.Google Scholar
  10. 10.
    Porter, Competitive Advantage,p. 36.Google Scholar
  11. 11.
    Porter, Competitive Advantage,p. 38Google Scholar
  12. 12.
    Porter, Competitive Advantage,p. 39.Google Scholar
  13. 13.
    Another dramatic example is offered by a music school interested in ethno-musicology, which purchased a gamelan, a very large musical instrument designed for group use and needed a small room to accommodate it. Lack of space on campus meant the instrument was inappropriately accommodated in a library where other students were studying and, therefore, could only be used two hours a day until appropriate space was found. The “technology” was rendered ineffectual by inappropriate accommodation, and the accommodation was inappropriate because of the lack of planning.Google Scholar
  14. 14.
    Senge, The Fifth Discipline, p. 78 Google Scholar
  15. 15.
    Joroff, Louargand, Lamber, and Becker, Strategic Management of the Fifth p.54Google Scholar
  16. 16.
    Shoshanna Zuboff, In the Age of the Smart Machine: The Future of Work and Power,(New York: Basic Books, 1988).pp. 10–11Google Scholar
  17. 17.
    Zuboff, In the Age of the Smart Machine,p.391.Google Scholar
  18. 18.
    John Case,“A Company of Businesspeople” INC Magazine,April 1993. p.79.Google Scholar
  19. 19.
    Handy,The Age of Unreason p 225.Google Scholar

Copyright information

© Chapman & Hall 1996

Authors and Affiliations

  • Jacqueline C. Vischer

There are no affiliations available

Personalised recommendations