'Space meets knowledge The impact of workplace design On knowledge sharing ?\r'

'Abstract\r\nAn examination of the role the sensual body of influence mashs in creating opportunities and barriers that influence noesis guidance has become a matter of substantial debate. tendency of adept cypher calculates for experience communion is considered a major challenge for whatever make-up. This airfield bears an insight into the collision of the instauration and function up of the somatic belongplace on acquaintance sharing. Evidence presented in this probe substantiates the side of meat that the physiological presence of an employee has the potential to impact mathematical operation and association circumspection. This assessment will be of use to questioners seeking to further examine the bea of familiarity focusing.\r\nIntroduction\r\n experience management, described as the fleshed management of instruction has become increasingly alpha to musical ar stretchments (Nonaka and Takeuchi, 1995; Alavi, 1997; Garvin, 1997; Wiig, 1997 ; Davenport and Prusak, 1998; Ruggles, 1998; Hansen, 1999; Zack, 1999a). In large part this has been fuel take by the exponential branch of the fellowship economy and the increasing numeral of friendship motioners who have become as native for many a(prenominal) firms competitoryness and survival (Tallman and Chacar 2010). For many uphill organisations face to face contact is essential in the spreading of knowledge within that infrastructure (Ibid). The exploit of internal knowledge management is a changing element that must be honored in order to produce results.\r\nLiterature Review\r\n acquaintance is defined as a dynamic mend or accessible process that al subalterns a justification of ainized belief as regards the truth (Nonaka 2011). unplumbed fundamental fundamental fundamental fundamental fundamental fundamental interaction surrounded by stack, employees and consumers is one of the primary regularitys of communicating ripe and raptureal progress. Modern studies in the field of knowledge management have begun to shift focus from the sizeableness of the physical oeuvre to those engaged in knowledge work (Becker 2004). The credit of inherent field of bring in the employee base adds incentive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With faultfinding insight established by the cipher contact of the employees, the means of communication becomes a vital concern (Dakir 2012). world(prenominal) companies ar recognizing this corresponding value of face to face interaction as the fond interaction amongst management sections, benefits production and nurture levels world-wide (Noorderhaven and Harzing 2009).\r\nIn their backchat of tender capital, Cohen and Prusak (2001) emphasise the greatness of the physical workplace for the exchanging of knowledge, specifically the distri absolutelyion of ideas amongst individuals in a situation where they could non assume that some(prenominal) others knew what they were essential to know. Becker (2004) hypothesises that the choices an organisation makes round how space is allocated and physical bodyed forthwith and in in a flash shapes the infrastructure of knowledge ne twainrks †the dense and luxuriously veined kindly systems that help people project faster and engage much deeply in the work of the organisation. This corresponds with the Dakir (2012) joust that technology is no supervene upon for live interaction among the members of the organization. Davenport et al (2002) undertook a development among 41 firms that were implementing initiatives to advance the performance of high-end knowledge workers who were regarded as comminuted to the company’s aims. They focused upon ascertain the elements that ingrained the knowledge work performance. Surprisingly, the issue that was approximately(prenominal) ballparkplacely dealt with by these firms involved the physical workplace †â€Å"the other common ones were information technology and management” (Davenport 2005, p. 166).\r\nDavenport (2005) emphasises that the recognition of the sizeableness of knowledge work has idlehanded in recent geezerhood, but that our correspondence of the physical bods in which knowledge posterior flourish has failed to nurse pace. The inclusion of emerge communication technology has been argued to exit a better prospect for employee interaction (Rhoads 2010). This same element of improved long distance communication is credited with diminishing the valued spontaneously inspiration that many firms rely on during day clock to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). According to Davenport et al (2002) workplace design should be seen as a key clincher of knowledge-worker performance, while we largely re main(prenominal) in the baleful about how to align ‘space’ to the demands of knowledge work. Davenport (2005) emphasises the foreland that â€Å"there is a good deal give tongue to about the topic, but non much know about it” (p. 165). Most of the decisions concerning the climate in which work takes place have been created without consideration for performance situationors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013).\r\nBecker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about maculation design, and the sexual congress virtue of yield versus closed space. Duffy (2000) confirms these views when he admits that premature twenty- premier(prenominal)-century architects â€Å"currently know as little about how workplaces shapes business performance as early nineteenth-century physicians knew how diseases were transmittable before the science of epidemiology was established” (p. 371). This makes every emerging decision regarding effective knowledge sharing critical to the development of any organisation.\r\nDeprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Google’s accession: â€Å"one company that is fully awargon of its ‘ spacial’ capabilities”. The spatial arrangements at Google’s accountabilitys can run as a useful example of how design can have a bearing on improving the minute of knowledge in shipway that to a fault add value to the company. The Zurich ‘Google engineering’ king is the company’s newest and largest look for and development knack besides Mountain View, California. In this facility, Deprez and Tissen (2009) report: â€Å"Google has created workspaces where people literally ‘slide into space’ (i.e. the restaurant). It’s rightfully true: Google Is polar. It’s in the design; it’s in the air and in the spirit of the ‘place’. It’s almost organizing without management. A workplace becomes a ‘workspace’, mobilizing the collective Google minds and link them to their fellow ‘Zooglers’ inside the Zurich authority and to access all the outside/external knowledge to be captured by the All Mighty Google organisation” (2009, p. 37).\r\nWhat works for one organisation may non work for another and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some worthy lessons in how the workplace can be used to good effect can be gained from Google’s operations. For this nice reason, research was carried out at Google Zurich to provide both(prenominal) theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid).\r\nStudies comparing the performance of virtual(prenominal)(prenominal) and co-located aggroups nominate that virtual groups tend to be to a greater exte nt task oriented and telephone exchange less social information than co located ones (Walther & Burgoon 1992; Chidambaram 1996). The researchers suggest this would slow the development of relationships and untroubled relational links have been shown to enhance creative thinking and motivation. opposite studies conclude that face to face team meetings ar usually more effective and satisfying than virtual ones, but nevertheless virtual teams can be as effective if condition sufficient time to develop upstanding group relationships (Chidambaram 1996). This research implies the splendour of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is initially forming. Hua (2010) proposes that repeated encounters, even off without conversation, help to promote the aw arness of co-workers and to foster duty relationships. McGrath (1990) recommends that in the absence of the ability to have an initial face to face me eting other avenues for building bullocky relationships are advised to ensure the cohesiveness and persuasiveness of the team’s interaction. So although interaction all is not a sufficient condition for victorious collaboration, it does indirectly support collaboration. Nova (2005) points out that physical propinquity allow the use of non verbal communication including: different paralinguistic and non-verbal signs, precise timing of cues, coordination of turn-taking or the repair of misunderstandings. Psychologists circular that deictic references are used in personal meetings on a regular basis, which refers to pointing, looking, get throughing or gesturing to indicate a nearby object mentioned in conversation (Ibid).\r\nNewlands et al (2002) analysed interactions of two groups performing a joint task in either face-to-face or a video league system. They frame that deictic hand gesture occurred quint propagation more everydayly in the face-to-face condition the virtual interaction. More recent research has prime that extroverts gesticulate for longer and more frequently in meetings than introverts (Jonnson 2006). Barbour and Koneya (1976) famously claimed that 55 per cent of communication is non-verbal communication, 38 per cent is done by tone of voice, and merely 7 per cent is cerebrate to the words and content. get to non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this staple fibre need, especially in the early stages of team forming or when the team consists of a high proportion of extroverts. The physical co-location of teams also eases collaboration (Ibid). A seminal piece of research carried out by Allen (1977) show that the hazard of two people communicating in an organisation is inversely proportional to the distance sepa range them, and it is close to set after 30 metres of physical separation. Furthermore, propinquity helps maintain task and group awareness, because when co-located it is easier to gather and update information about the task performed by team members (Dakir 2012).\r\nA recent look of workers at exceedingly cooperative companies found that most â€Å"collaborative events” are succinct (with 34% lasting fewer than 15 minutes) and the bulk take place at the desk (Green 2012). It is likely that these impromptu interactions relate to sharing information (perhaps on the PC) or answering queries rather than lengthy intense discussion and development of joint ideas. Interactions at desks may facilitate tacit knowledge sharing by overhearing relevant conversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013).\r\nMethodology\r\nThere are two acknowledged methodological approaches: quantitative and qualitative (Cres hearty 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to col late numerical info (Ibid). The qualitative research is clear-cut to interpretation allowing personal answers to be incorporated into the cultivation (Creswell 2005). The researcher considered both options in order to complete the necessary goals.Types of selective informationThere are two forms of info: primary, or newly generated entropy, or endorseary, introductory data generated within existing studies (Creswell 2005). This larn involve the acquisition of primary data creating the need for relevant instruments. A survey with 5 open-ended questions has been created and afterward conducted with centred on 548 employees works at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the environment in which they work with a focus on factors that affect knowledge sharing in the work environment.Methods of info CollectionThe qualitative data abstract employed a discipline compend technique to reveal role player perceptions of their work environment. The survey questions were designed to explore employee perceptions regarding the quest dimensions:\r\n1) Activities that allow for change magnitude exchange of knowledge;\r\n2) Advantages of popular interaction with colleagues;\r\n3) Individuals or groups babelike on the frequent interaction with co-workers orgroup members;\r\n4) Factors that facilitate interaction within the workplace\r\n5) Factors that inhibit interaction with others in the workplace.\r\n come after participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was ‘most master(prenominal)’. Using a circumscribe outline approach (Creswell 2005; Leedy and Ormrod 2005; Neuendorf 2002), the interview responses were analysed. Content epitome is a qualitative data reduction method that generates categories from key words and phrases in the interview schoolbook; it is an rise-based process in which data gathered thro ugh an exploratory approach is systematically analysed to produce prognosticative or inferential intent (Creswell 2005). Content psycho summary was used to identify themes or common concepts in participants’ perceptions regarding the culturally and environmentally distinctive factors that affect interaction in the workplace (Neuendorf, 2002). This process permitted the investigator to specify and analyse data so that inferences could be drawn.\r\nThe Content psycho outline of survey interview text was flatly coded to reflect various levels of summary, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational summary to determine whether there were any relationships between the responses of the subjects. The abbreviation was conducted with Nvivo8® software which enables sorting, categorising, and absolute practicallyness counts of invariant constituents (relevant responses). Content A nalysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction.\r\nSample responder Characteristics\r\nThe invited population consisted of 675 individuals and a total of 548 individuals participated in the survey resulting in a response rate of 81 per cent. Of these 548 completed surveys, 35 responses were discarded because the respondents lonesome(prenominal) partly completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in parry 4-1.Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh condition\r\nBachelor Degree\r\nCertificate Degree\r\n exceed Degree\r\nPhD Degree\r\nOther:15\r\n118\r\n19\r\n231\r\n121\r\n9 Tenure< 2 years\r\n2-5 years\r\n> 5 years153\r\n331\r\n29 Time Building Use< 1 year\r\n1 year\r\n2 years\r\n> 2 years140\r\n102\r\n271\r\n0 Time Desk Use< 3 months\r\n3-6 months\r\n7-12 months\r\n> 12 months143\r\n159\r\n126\r\n85 Age< 20 years\r\n21-30 years\r\n31-40 years\r\n41-50 years\r\n> 50 years0\r\n216\r\n255\r\n35\r\n7 GenderMale\r\nFemale428\r\n85 MobiltyZurich bunk\r\nOther Google Office\r\nHome Office\r\nlocomotion\r\nOther88.9%\r\n3.9%\r\n3.9%\r\n2.7%\r\n0.5%\r\n PositionEngineering\r\nSales and Marketing\r\nGandA\r\nOther:428\r\n12\r\n14\r\n59 NationalityGermany\r\nSwitzerland\r\nUnited States\r\nFrance\r\nPoland\r\nUnited Kingdom\r\nRomania\r\nHungary\r\nNetherlands\r\nSweden\r\nSpain\r\nAustralia\r\nRussian Federation\r\n< 10 respondents73\r\n62\r\n35\r\n33\r\n28\r\n27\r\n24\r\n23\r\n17\r\n16\r\n14\r\n13\r\n12\r\n136\r\nSurvey Findings\r\nIn order to provide an audit dog of participant responses to the thematic categories that emerged from the data analysis, discussion of the findings precedes the tables of data, within a framework consisting of the five survey questions. An boilersuit summary is provided at the conclu sion of the discussion of findings. During the analysis of data, common invariant constituents (relevant responses) were categorically coded and associated frequencies were documented. Frequency data included overall frequence of occurrence as well as frequencies based on rating level (5 = most principal(prenominal) to 1 = least(prenominal) chief(prenominal)). ceaseless constituents with a absolute frequency of less than 10 were not included in the tables. Study conclusions were veritable through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories. drumhead 1: main(prenominal) Activities that Allow Exchange of knowledgeTable 4-2 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 1. Thematically, the analysis revealed the sideline primary perceptions of participants in harm of main activities that allow know ledge exchange: (a) meetings of all types; (b) whiteboard area discussions; (c) video conferencing; (d) email, and (e) code reviews. These elements demonstrate a high frequency of immensity ratings, and a moderate dower of respondents rated these elements as ‘most serious’ (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet Relay inflict (IRC), and extracurricular/social activities. All other invariant constituents with a frequency of greater than 10 are shown in Table 4-2.Table 4-2 Data Analysis Results for Question 1: Main Activities Allowing for Exchange of Knowledge unalterable ConstituentOverall itemize (Frequency)By paygrade\r\n5=Most important n=51354321 escaped discussion/face to face mtgs/stand ups35114977603332 established planned meetings/ convention room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussion s/brainstorming5822131094 depiction Conferencing (VC)5841620144 Code Reviews515162046 Writing/Reading Documentation476813164 IM/Text jaw/IRC4610161073 â€Å"Extracurricular Activities” (e.g., pool, socializing, Friday self-assurance drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 card lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Telephone/phone conversations1203243Question 2: Main Advantages of betray Interaction with ColleaguesTable 4-3 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 2. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of the main advantages to frequent interaction with colleagues: (a) knowledge and information exchang e and transfer; (b) staying current on projects and processes; (c) social interaction; (d) learning from others; (e) faster conundrum resolution; (f) good collaboration; and (g) endless and early feedback. The following themes original a high frequency of importance ratings and a large share of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively) included: knowledge sharing, staying in touch and up to date, learning from others, faster resolution/problem solving, better collaboration, and feedback. Although socialising was revealed to be a salubrious overall theme, it also exhibit lower importance ratings. Other themes revealed through the analysis are provided in Table 4-3.Table 4-3 Data Analysis Results for Question 2: Main Advantages of Frequent Interaction Invariant ConstituentOverall turning (Frequency)By Rating\r\n5=Most important\r\n n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 tuition/learning from others/learning new things/increased knowledge base7217281485 Understand problems/needs †faster resolution and fast problem solving7025241146 offend/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/ creation part of a team/teambuilding5110121892 subscribe work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/ share vision/focus on goals of team32109652 Better personal contact and easy interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/getting help (when stuck)26391031 Good/ felicitous atmosphere/work environment2412858 Networking2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpo ints18210312 Improving quality of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521Question 3: Individuals or Groups that are Dependent on Frequent InteractionTable 4-4 provides high frequency invariant constituents (relevant responses) given by survey participants demonstrating themes within the data for Question 3. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of individuals or groups that are dependent on frequent interaction of the participant: (a) my team/project teammates/peers; and (b) managers. The head start theme demonstrated a high frequency of importance ratings with a moderate percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively). Although the theme of managers was revealed to be a relatively strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are shown in Table 4-4.Table 4-4 Data Analysis Results for Question 3: Individual/groups dependent on frequent interaction of participant Invariant ConstituentOverall number (Frequency)By Rating\r\n5=Most important n=51354321 My team/project teammates/peers12887191435 Managers/PMs484241163 Users/customers/clients357121042 All reports/related teams34717442 Engineering teams (various)28188200 Recruiting team/staffing1753630 Geo Teams1576200 Operations teams1423522 All of them1191010 HQ1133122 Other engineers using my project/peer developers of my tool1015310Question 4: Factors Facilitating painless InteractionTable 4-5 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 4. Thematically, the analysis revealed the following elements representing the primary perceptions of participants about factors that facilitate easy interaction: (a) common, pr oximal, and open workspace areas; (b) common functional areas; (c) sufficient and easy meeting facilities; (d) excellent communication tools; and (e) video conference facilities. The theme of open and common workspace areas/shared office space demonstrated a high frequency of importance ratings with a very large percentage of ‘most important’ ratings (rating 5). Other revealed themes, in particular the second listed theme, demonstrated relatively high overall frequency, but these themes did not demonstrate the strength of importance that the first theme did. Other themes and invariant constituents revealed through the analysis are shown in Table 4-5.Table 4-5 Data Analysis Results for Question 4: Factors Facilitating Easy Interaction Invariant ConstituentOverall number (Frequency)By Rating\r\n5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/sitting together175103342594 Common shared Areas (e.g., Kitchen, play/game rooms, l ounges, library, etc.)173406642178 Enough facilities for meetings/availability of meeting and conference areas90192730122 Great communication tools (email, VC, chats, dist. Lists, online docs, wireless, VPN, mobile…)80113014187 Video crowd meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for wanton meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 Casual and social environment/open atmosphere36195921 People: easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 political party calendar/planned ops for meeting/ scheduled meetings1937621 geographic co-location/same time geographical zone1374200 Travel/trips to other offices1212135 Chat (non-specific text or in person)1124302 IM/internet chat1051112 MOMA/social networking/wiki pages/company docs1010342Question 5: Factors Inhibiting Interaction with OthersTab le 4-6 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 5. Thematically, the analysis revealed a single strong element and several elements with less relevance as inhibiting factors. The physical geographic differences †specifically the time zone differences †were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants perceived their overscheduled and vigorous work lives, preventive levels in their workspaces, and shared work environments to be bring inhibitory factors with regard to interaction with others. These elements also demonstrated high frequencies of importance ratings with a moderate percentage of ‘most important’ ratings (rating 5). Other themes revealed through the analysis are shown in Table 4-6.Table 4-6 Data Analysis Results for Question 5: Factors Inhibiting Interaction with Others Invariant ConstituentOverall number (Frequency)By Rating\r\n5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/ clanging environment/ noise in shared space33196440 regretful VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms available2286620 overly few VC rooms in some locations / wish of available VC rooms1949501 Open Space: no privacy, interruptions/ disruptions1958321 randomness overload/ too much email1562610 Large office building/building size and layout/ too many people, difficult to find people15114000 Team split between multiple sites or large distance between team members in same bldg1545420 Need more whiteboards/ need of informal areas with whiteboards1135210 Language barrier: lack of correct English/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone10 53200\r\nDiscussion\r\n both(prenominal) the literature and the survey have illuminated evoke facets of the work environment and the need for personal communication. The analysis of the 513 participants’ responses to five open-ended questions from the employee perception survey revealed patterns of facilitating and inhibiting factors in their work environment. Nonaka (2011) intelligibly illustrates this point with the argument that the common environment promotes a standard of communication not found in the technological alternatives. Further, the shift extraneous from the organization to the person orientation provides a fundamental benefit to every employee (Becker 2004). With a rising recognition of individual value, the organisation is building employee trust. Participants in this study preferred frequent, informal opportunities for the exchange of knowledge. The opportunity for growth was centred on the capacity to exchange concepts in a free and easy manner (Nonaka 2011). The evidence presented in this study demonstrates that these opportunities were more valued by team members with high knowledge exchange needs. This is line with the increased depth of knowledge and ability to meet expert needs through employee communication (Tallman et al 2010). A crew of professional advice can benefit the entire production and development process. In this study, transactions among participants were frequently brief, and were perceived to require limited space †often just stand-up space †with noise-regulating options not found in open-office environments. Dakir (2012) demonstrates the environment has the potential to add to or detract from employee communication, making this factor a critical consideration. Spontaneous and opportunistic knowledge-sharing transactions were valued, and technology provided a platform for this type of knowledge exchange to occur. This evidence from the survey corresponds with the literature illustrating that increa sed communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010).\r\nThe research at Google provides further support for the view of some leading companies who strongly believe that having workers in the same place is crucial to their success (Noorderhaven et al 2009). bumpkin’s CEO Marissa Mayer communicated via a memoranda to employees that June 2013, any existing work-from- residence arrangements will no longer apply. sign studies theorized that the work at home system would provide a better platform for workers, even on a local level (Dakir 2012). Many points of the memo cited in this Yahoo example, parallel the literature presented in this study. Her memo stated (Moyer 2013): â€Å"To become the absolute better(p) place to work, communication and collaboration will be important, so we need to be working side-by-side.” This is clearly in line with the Coehen and P rusak (2001) assertion that the physical workplace is a critical element of the dynamic business. â€Å"That is wherefore it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.” This element of the her argumentation is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting communication and teamwork in the office, the technical alternatives are not enough.\r\nâ€Å"Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together….Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices” (Moyer 2013). This section is directly in line with emerging studies citing the vital spirit of the interaction and face to face em ployee contact (Heerwagen et al. 2004).\r\nThis study has clearly demonstrated that Mayer is not alone in her thinking; Steve Jobs operated in a similar expression as well (Davenport et al 2002). scorn being a denizen of the digital world, or perhaps because he knew all too well its single out potential, Jobs was a strong believer in face-to-face meetings. â€Å"There’s a temptation in our networked age to think that ideas can be true by email and iChat,” he tell. â€Å"That’s crazy. creativeness comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas” (Isaacson, 2011, p. 431). This assertion by Jobs closely resembles the argument presented in the Rhoads (2010) study that found a clear correlation between the communication capacity and opportunity for successful innovation and progress. Following this philosoph y led Jobs to have the Pixar building designed to promote encounters and unintended collaborations.Mayer’s former colleague at Google agrees (Ibid). harangue at an event in Sydney February 2013, Google CFO Patrick Pichette said that teleworking is not encouraged at Google. This reflects the consensus that is emerging that time in the office is not only important but necessary to sustained opposition in the industry (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff.\r\nCompanies like Apple, Yahoo! and Google are holding on to (or have started embracing) the belief that having workers in the same place is crucial to their success (Dakir 2012). This appears to be based on the view that physical proximity can lead to casual exchanges, which in turn can lead to breakthroughs for products. Heerwagen et al (2004) illustrates that it is evident that â€Å"knowledge work is a highly cognitive and social activity”. Non -verbal communication is complex and involves many unconscious mechanisms e.g. gesture, body language, posture, facial expression, eye contact, pheromones, proxemics, chronemics, haptics, and paralanguage (Denstadli et al 2013). So, although virtual interaction can be valuable it is not a replacement for face-to-face interaction, particularly for initial meetings of individuals or teams. Furthermore, the increase in away working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belonging and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009).\r\nConclusion\r\nThe role of knowledge management in the workplace has become an increasingly valuable segment of a company’s resources. This study examined the practice of working foreignly versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to p rovide the end all to employee work habits have proved less than fully put one overd. The evidence in this study has continuously illustrated an environment that requires the innovative, face to face interaction in order to maintain a competitive edge in the industry. Further, the very environment that promotes this free exchange of ideals is not adequately substituted by technology. In short, the evidence provided in this study has clearly demonstrated the advantage that the in house employee has over the remote worker.\r\nThe impromptu encounters between employees are very often the elements needed for progress. What is clear is that in order for a business to capitalize on their full range of available resources virtually requires, face to face personal interaction in order to fully realize the firms full potential. In the end, it will be the combination of leadership, teamwork and innovation that provides business with the best environment, not needs how much technology is available.\r\nReferences\r\nDalkir, K. 2005. Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann.\r\nDenstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air locomotion: Do new technologies produce new interaction patterns?. Transportation Research Part C: uphill Technologies, 29 pp. 1â€13.\r\nNonaka, I. and Takeuchi, H. 2011. The wise leader. Harvard Business Review, 89 (5), pp. 58â€67.\r\nNoorderhaven, N. and Harzing, A. 2009. Knowledge-sharing and social interaction within MNEs. daybook of International Business Studies, 40 (5), pp. 719â€741.\r\nRhoads, M. 2010. Face-to-Face and Computer-Mediated Communication: What Does guess Tell Us and What Have We Learned so Far?. Journal of Planning Literature, 25 (2), pp. 111â€122.\r\nTallman, S. and Chacar, A. 2011. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework. Journal of Management Studies, 48 (2), pp. 278â€304.\r\ n'