Participatory activity-based workplace re-design and hybrid working: a longitudinal case study in Italy

Digitalization and flexible work practices have driven organizations to redesign traditional workspaces to align with employees' expectations for flexibility. The COVID-19 pandemic accelerated this trend, establishing hybrid working as the "new normal" and elevating the importance of office spaces. Within this context, Activity-Based Working (ABW) emerged as a promising approach, though literature on its impacts remains limited and presents conflicting findings. This study adopts a qualitative case study approach to explore how ABW influences employees and teams over time within an Italian organization transitioning to hybrid work. By analyzing semi-structured interviews and secondary data, the research identifies mechanisms linking ABW features to workplace dynamics, such as territoriality and visibility. The findings aim to enhance understanding of ABW's long-term effects and provide practical insights for effective office redesign and workplace flexibility management.