Introduction: Objective of this Research

Buildings or the workspace influence employees working inside them, and organizations like InsureCorp increasingly implement innovative workspace concepts (Management Board Member, InsureCorp) or “new ways of working” (Jemine et al., 2020) as strategic initiatives to achieve organizational goals. Against the background of an ongoing increase in knowledge workers’ flexibility and mobility (Appel-Meulenbroek et al., 2022), the rise of digitization (Arntz et al., 2019) and increased global competition for the “best talents” (Apdillah et al., 2022), organizations use such initiatives to add value to their organization by “transforming traditional workplaces into high-performing workspaces” (Kämpf-Dern & Will-Zocholl, 2022, p. 189). Such high-performing, innovative workspace concepts often result from office (re-)designs like activity-based workspace (ABW), non-territorial offices or collaborative workplaces (Manca, 2022; Marzban et al., 2023; Gonsalves, 2023), are based on mobile technology allowing employees “to work anytime and anywhere they want” (Gerards et al., 2021, p. 2076) and are designed to increase communication, interaction, individual satisfaction, creativity, well-being, motivation or engagement (see, e.g., Gonsalves, 2023; Hoendervanger et al., 2022).