Purpose
The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.
Design/methodology/approach
In sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.
Findings
Contrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness.
Research limitations/implications
Given the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes.
Originality/value
The roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.
