There is a strong societal need to assess the state of the workplace to guide future directions for research and practice. Workplaces are evolving and workplace research continues to undergo a decisive shift, reflecting changes in how, where and why work happens. Once centred around efficiency, density and cost optimisation, the field now considers more complex questions shaped by hybrid working models, digital transformation and evolving employee expectations. The workplace is no longer a static asset but a dynamic ecosystem, which must simultaneously support organisational performance, individual wellbeing and broader societal goals.
Research is increasingly interdisciplinary, drawing from fields including real estate, organisational psychology, human geography and data science. Advanced analytics and sensor-based insights enable deeper understanding of space utilisation and behaviour, while qualitative approaches continue to uncover the social and cultural dimensions of work. This convergence is helping to redefine value in corporate real estate beyond traditional financial metrics, incorporating experience, resilience and adaptability.
Key research themes reflect this agenda. Hybrid work remains a central concern, with ongoing debates about optimal patterns of presence, remote and on-site worker equity and long-term implications for portfolio strategy. At the same time, there is growing focus on wellbeing, including the role of workplace design in supporting mental health, inclusion and belonging. Sustainability and decarbonisation are also prominent, positioning corporate real estate as a critical lever in organisational responses to climate change.
As these issues intersect, workplace research is moving towards more holistic, evidence-based frameworks. The challenge is to translate this growing and evolving body of knowledge into actionable strategies, aligning real estate decisions with organisational purpose in an uncertain and rapidly changing world.
This special issue draws together recent insights in the field, which were presented at the fourth Transdisciplinary Research Network (TWR) Conference, which took place in Edinburgh, UK, hosted by Edinburgh Napier University from 4 to 7 September 2024. The conference drew together workplace experts from diverse disciplines in academia and practice to advance the network’s mission.
The aim of the TWR network (Link to Transdisciplinary Workplace Research (TWR) networkLink to the website of twrnetwork), which is progressed through this special issue, is to disseminate groundbreaking workplace knowledge that enables organisations and individuals to reach their full potential, while maintaining high levels of mental and physical wellbeing.
The network focuses on integrating various aspects of the workplace, including social, physical, technological and managerial elements. This holistic approach ensures that workplaces support employee performance, satisfaction, health and well-being. By bringing together experts from diverse fields, the TWR network fosters interdisciplinary dialogue and collaboration. This approach helps translate academic research into practical solutions that can be implemented in real-world workplace settings. In this spirit, the network organises a biannual conference, with the Edinburgh conference following those in Tampere, Finland (2018), Frankfurt, Germany (2020) and Milan, Italy (2022).
The conference explored a diverse array of themes, ranging from belonging and workplace experience to architecture and interior design, digital tools and transformation and the shifting nature of hybrid work. Other key areas included wellbeing, inclusion and diversity, engagement and organisational culture, as well as indoor environmental quality and workplace preferences.
In addition, the conference highlighted emerging insights into educational and research environments, activity-based working and the evolving role of corporate real estate in shaping the future of work. Across these varied themes, a common thread was the recognition of the workplace as a complex, human-centred system that intersects physical space, technology and social dynamics.
Collectively, contributions emphasised the importance of adopting a holistic and integrative perspective in both workplace research and practice. By bridging disciplines and methodologies, the work presented at the conference advanced understanding of how workplaces can better support individuals, organisations and society in a time of ongoing transformation.
This special issue provides further development of some of the topics that were presented and discussed at the conference. The first paper, “Developing Sustainable Outsourcing Strategies for Facilities Management: A Study of Educational Facilities in Hong Kong” by Ka Leung Lok et al., examines facilities management (FM) outsourcing relationships, with a focus on how sustainable outsourcing strategies can be effectively designed. It draws on five theoretical lenses – transaction cost economics, agency theory, resource dependency theory, entrepreneurial action theory and social exchange theory, to provide a comprehensive analytical framework.
From an FM perspective, facilities services are shown to have a direct and critical impact on academic performance, while aspects such as building design and spatial configuration exert a more indirect influence on the educational process, but shape staff and student satisfaction. The study also highlights the potential for FM and maintenance services to generate added value for higher education institutions.
Empirically, the research is based on a quantitative survey of both clients and service providers within educational facilities in Hong Kong. The findings indicate that well-structured outsourcing models can enhance performance, support sustainability goals and contribute to economic, social and environmental outcomes. However, the study also reveals a gap in understanding: both clients and providers appear to lack full awareness of how outsourcing design interacts with different contract types to influence FM performance.
The second paper continues the focus on educational facilities. “Academics Sharing the Workspaces – A Case Study” by Jenni Poutanen, Miikka Palvalin and Suvi Nenonen aims to understand shared use of academic workspaces from the staff perspective. The paper explores readiness for shared academic workspaces through a case study of a Finnish university, identifying nine potential work modes alongside user preferences. As higher education institutions continue to evolve, driven by digitalisation, hybrid working and post-pandemic reassessments of campus use, shared workspace models are gaining traction, particularly in teaching environments. The study examines factors influencing shared use from the perspective of academic and administrative staff, considering a range of facilities and potential user groups, including students and the wider university community.
The case institution was selected due to an ongoing campus development project, with data collected during the transition from pandemic to post-pandemic working. A mixed-methods approach was adopted. The first phase involved 18 semi-structured and 10 focus group interviews across two faculties, analysed inductively. The second phase comprised a large-scale survey, informed by initial findings and knowledge work theories, with over 1,500 respondents and analysed using descriptive statistics.
Findings indicate that willingness to share depends on factors such as the type of user group, duration and timing of use and access options. Staff showed a stronger preference for sharing within close communities, such as teams or research groups. While just over half preferred traditional individual offices, a substantial proportion expressed interest in more flexible arrangements, suggesting a gradual shift towards diversified workplace models. The authors conclude that clearer understanding of the drivers of sharing is essential to foster a stronger sharing culture on campus.
The next paper by Daniel Magnusson, Hendry Raharjo and Petra Bosch-Sijtsema of Chalmers University of Technology, Sweden investigates “The Relationship Between Psychological Ownership and Sustainable Behavior in Coworking Spaces”. Coworking spaces are becoming an increasingly popular workplace alternative, offering dynamic settings, where those without dedicated offices can work side by side. With increasing sustainability pressures on organisations, this study provides a timely investigation of whether and to what extent psychological ownership of a coworking space affects members’ engagement in sustainable behaviours.
Their study uses a cross-sectional design to test the hypothesised relationship between psychological ownership of a coworking space and sustainable coworking behaviour, using a survey distributed to members of different coworking spaces, connected to the same coworking provider, located in Gothenburg, Sweden.
The findings indicate that there is a statistically significant positive relationship between psychological ownership and all factors of sustainable coworking behaviour. This leads to a potential need for coworking space providers to create a sense of psychological ownership for their members, to encourage engagement in sustainable coworking behaviour.
The final paper of this issue considers “How Do Older Workers Experience Hybrid Work? A Thematic Analysis” by Ibrahim Bilau et al. The study examines preferences, experiences and challenges of workers over 50 in hybrid work environments. It considers how workers adapt to evolving workplace dynamics, while addressing stereotypes around technology resistance.
Qualitative semi-structured interviews and surveys with older adults working in hybrid roles across various industries in the USA were completed. Inductive thematic analysis revealed a set of recurring patterns, such as inclusivity, work–life balance and workplace dynamics. Inclusivity pointed to the importance of targeted organisational support, particularly in relation to effective technology adoption and use. Workplace dynamics highlighted how interpersonal interactions and spatial configurations influence both engagement and productivity. Work–life balance reflected a duality: while flexible arrangements offered clear benefits, they also introduced challenges in maintaining boundaries between professional and personal domains. Productivity was often associated with reduced commuting times and ability to customise work schedules and environments. Personalisation captured individual preferences for remote or in-office work, as well as the self-management capabilities that support efficiency.
Overall, the findings indicate that organisations can enhance hybrid work experiences for older employees by strengthening technological support, prioritising outcome-based performance management and enabling flexible scheduling. At the same time, the research challenges persistent assumptions that older workers are less adaptable to new technologies, offering a nuanced, evidence-based perspective.
As you delve into these papers, we hope you find the research presented here as inspiring and enlightening as we do. Enjoy the issue.
