Influencing organizational commitment through office redesign

Prior research on the effects of office redesign on work-related outcomes has been largely atheoretical and yielded mixed and conflicting findings. Expanding on individual reactions to office design changes as specified by social interference theory, we propose that office redesign affects organizational commitment and this relationship is mediated by employee perceptions of the broader work environment. This conceptual model is tested using 121 financial services employees who experience office redesign and 136 who do not. Results indicate that perceptions of innovation and collaboration mediate the effects of office redesign over and above negative personal reactions such that affective organizational commitment is enhanced among those experiencing reconfigured offices. Findings provide support for an expanded rendition of social interference theory that provides for favorable (as well as unfavorable) employee reactions to office redesign. Such a theoretical explanation is asserted to increase understanding of how the physical environment influences employee attitudes. ► Changes to the physical work environment can increase organizational commitment. ► Reactions to office redesign have been explained by social interference theory. ► We add perceptions of the broader work environment to this perspective. ► Results show mediation effects for perceptions of innovation and collaboration. ► These perceptions mediate the office redesign–organizational commitment relationship.