Background <p>In implementation of new office designs the process is of great importance for a successful outcome in terms of a healthy work environment and productivity. Knowledge regarding psychosocial factors needs to be applied early in the implementation process. The study’s objective was to explore potential associations between pre-existing psychosocial factors before implementation of open plan office solutions, and self-reported production loss due to work environment problems after the implementation.</p> Method <p>Two departments in two large public organisations were included in the study; organisation A with 598 employees across twelve units, and organisation B with 304 employees across six units. At baseline and follow-up, the participants completed a questionnaire. Paired analyses regarding office types, psychosocial factors and production were performed. Ordinal logistic regression was used for analysing associations between baseline psychosocial factors; communication, leadership, relational justice, and self-reported production loss due to work environment problems at follow up.</p> Results <p>Several pre-existing psychosocial factors before implementation of new office designs were found to be associated with self-reported production loss due to work environment problems at follow-up. Collaboration within units emerged as a significant factor in both organisations, where a more favourable collaboration was seen as a protective factor, suggesting its importance. The results were more pronounced for Organisation B, where control of decisions, collaboration between units, and all three factors related to leadership: support from superiors, relational justice, and trust in management were significant. The direction of the associations for these variables were the same in Organisation A, but the results did not reach statistical significance. The reverse was seen for quantitative demands restoration from sleep, and attitudes towards relocation where statistically significant associations were found solely in Organisation A.</p> Conclusions <p>Although several psychosocial factors seemed to matter for a positive result of an office change, the present study contributes primarily with the knowledge that change always takes place in a unique context for each specific organisation. The mechanisms are interconnected and complex, concerning for instance organisational culture and structure, characteristics of work tasks, and differences in the implementation process.</p>