Abstract
This chapter evaluates whether the coworking phenomenon is a result of continuous organizational evolution or if it is a revolutionary novel organizational approach. The context of the origin and development of the coworking phenomenon is explored by a concise review of the contemporary socio-economic conditions and through the use of the Erikson’s lifespan model as an instrument to evaluate the movement’s growth and challenges. A theoretical analysis of Scott’s classification of organizational systems is performed in order to find the place of the coworking phenomenon within this framework. Lastly, an empirical study based on Quinn’s competing values framework is used to compare the organizational culture in two seemingly distinct organizational structures – a corporate banking structure and a coworking enterprise structure.
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Appendix 1
Appendix 1
The results from the regression analysis are presented in this section (Tables 6, 7, 8 and 9). Ordinary least squares are used as a method to analyze the relationship between the independent variable (the four types of cultures: Clan, Adhocracy, Hierarchy and Market) and the socio-demographic factors (Sex, Age and Organization). Due to the high correlation between age and work experience, the latter was excluded in the results presented below. The same analysis was carried out with work experience and excluding age, and the results are very similar. For the purposes of conciseness it was decided to omit the latter set of results. Organization is a dummy variable for the type of organizational structure: bank enterprise or coworking enterprise.
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Stancheva, M. (2021). The Coworking Phenomenon – An Organizational Revolution or a Continuous Evolution?. In: Orel, M., Dvouletý, O., Ratten, V. (eds) The Flexible Workplace. Human Resource Management. Springer, Cham. https://doi.org/10.1007/978-3-030-62167-4_2
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