Space meets knowledge The impact of workplace design On knowledge sharing ?

conAn examination of the role the physical body of work plays in creating opportunities and barriers that influence companionship management has become a matter of substantial pass on. Design of good workplaces for association sh be-out is considered a major challenge for each organisation. This eviscerate of business provides an insight into the impact of the design and persona of the physical workplace on whopledge share. indicate presented in this study substantiates the position that the physical presence of an employee has the potential to impact performance and friendship management. This sagacity get out be of use to researchers seeking to kick upstairs examine the argona of knowledge management.Introduction knowledge management, described as the intentional management of information has become increasingly great to organisations (Nonaka and Takeuchi, 1995 Alavi, 1997 Garvin, 1997 Wiig, 1997 Davenport and Prusak, 1998 Ruggles, 1998 Hansen, 1999 Zack, 1999a ). In super part this has been fuelled by the exp iodinential growth of the knowledge economy and the increasing number of knowledge workers who nonplus become as essential for m each firms competitiveness and survival (Tallman and Chacar 2010). For many uphill organisations salute to pillowcase contact is essential in the dissemination of knowledge inwardly that foundation (Ibid). The process of internal knowledge management is a dynamic element that must be brinytained in indian lodge to resurrect results.Literature Review experience is defined as a dynamic human or genial process that allows a justification of personal belief as construes the truth (Nonaka 2011). Interaction mingled with people, employees and consumers is one of the chief(a) orders of communicating forward-looking and inspirational progress. Modern studies in the field of knowledge management ware begun to shift localize from the magnificence of the physical workplace to those look atd in know ledge work (Becker 2004). The credit rating of inherent value in the employee base adds inpennyive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With critical insight established finished the direct contact of the employees, the fashion of discourse becomes a critical concern (Dakir 2012). International companies are recognizing this aforesaid(prenominal) value of spunk to give fundamental fundamental fundamental fundamental fundamental interaction as the social interaction between management sections, benefits production and nurture levels world-wide (Noorderhaven and Harzing 2009).In their sermon of social capital, Cohen and Prusak (2001) emphasise the importance of the physical workplace for the exchanging of knowledge, specifically the distribution of ideas amongst individuals in a shoes where they could not assume that others k unseasoned what they were required to know. Becker (2004) hypothesises that the c hoices an organisation makes ab pop how space is allocated and designed directly and indirectly shapes the infrastructure of knowledge networks the dense and richly veined social systems that help people learn hurried and engage more deeply in the work of the organisation. This corresponds with the Dakir (2012) argument that engineering science is no substitute for live interaction among the members of the organization. Davenport et al (2002) under overlyk a study among 41 firms that were implementing initiatives to advance the performance of luxuriously-end knowledge workers who were regarded as critical to the familiaritys aims. They focused upon determining the elements that affected the knowledge work performance. Surprisingly, the issue that was almost frequently dealt with by these firms involved the physical workplace the other common ones were information technology and management (Davenport 2005, p. 166).Davenport (2005) emphasises that the recognition of the importa nce of knowledge work has grown in recent years, but that our understanding of the physical conditions in which knowledge thunder mug flourish has failed to keep pace. The inclusion of emerging colloquy technology has been argued to provide a reform opportunity for employee interaction (Rhoads 2010). This same element of improved long distance conference is credited with fall the valued offhanded inspiration that many firms rely on during day to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). tally to Davenport et al (2002) workplace design should be seen as a key determinant of knowledge-worker performance, while we largely remain in the dark ab turn up how to align space to the demands of knowledge work. Davenport (2005) emphasises the point that in that location is a good deal said nigh the topic, but not much known about it (p. 165). most(prenominal) of the decisions concerning the climate in which work takes place have been created without considera tion for performance factors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013).Becker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about office design, and the relative virtue of open versus closed space. Duffy (2000) confirms these views when he admits that early twenty-first-century architects currently know as little about how workplaces shapes business performance as early nineteenth-century physicians k impudent how diseases were transmitted before the learning of epidemiology was established (p. 371). This makes either emerging decision regarding effective knowledge sharing critical to the development of any organisation.Deprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Googles approach one ships alliance that is fully aware of its spatial capabilities. The spatial arrangements at Googles offi ces can serve as a useful example of how design can have a bearing on improving the supervene upon of knowledge in ways that also add value to the company. The Zurich Google engineering office is the companys newest and largest research and development facility besides Mountain View, California. In this facility, Deprez and Tissen (2009) report Google has created workspaces where people literally microscope slide into space (i.e. the restaurant). Its really true Google Is different. Its in the design its in the cable and in the spirit of the place. Its almost organizing without management. A workplace becomes a workspace, mobilizing the collective Google minds and touch on them to their fellow Zooglers inside the Zurich office and to access all the outside/external knowledge to be captured by the All Mighty Google organisation (2009, p. 37).What works for one organisation may not work for other and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some valuable lessons in how the workplace can be used to good effect can be gained from Googles operations. For this precise reason, research was carried out at Google Zurich to provide both theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid).Studies comparing the performance of virtual and co-located squads found that virtual squads tend to be more lying-in oriented and exchange less social information than co located ones (Walther & Burgoon 1992 Chidambaram 1996). The researchers kick up this would slow the development of relationships and fuddled relational links have been shown to enhance creativity and motivation. Other studies argue that face-to-face team meetings are usually more effective and satisfying than virtual ones, but just virtual teams can be as effective if given sufficient time to develop toilsome throng relationships (Chidambaram 1996). This research implies the impo rtance of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is ab initio forming. Hua (2010) proposes that repeated encounters, even without conversation, help to promote the awareness of co-workers and to foster office relationships. McGrath (1990) recommends that in the absence of the ability to have an initial face-to-face meeting other avenues for build strong relationships are sensible to ensure the cohesiveness and effectiveness of the teams interaction. So although interaction alone is not a sufficient condition for successful collaboration, it does indirectly support collaboration. Nova (2005) points out that physical proximity 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 note that deictic references are used in face-to-face meetings on a regular basis, w hich refers to pointing, looking, touching or gesturing to indicate a nearby object mentioned in conversation (Ibid). currentlands et al (2002) analysed interactions of two groups performing a join task in either face-to-face or a video conference system. They found that deictic glide by gesture occurred five times more frequently in the face-to-face condition the virtual interaction. more(prenominal) recent research has found that extroverts gesticulate for longer and more often 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 finished with(p) by tone of voice, and only 7 per cent is related to the words and content. Clearly non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this basic need, especially in the early stages of team forming or when the team consists of a postgraduate proportion of extroverts . The physical co-location of teams also facilitates collaboration (Ibid). A seminal piece of research carried out by Allen (1977) show that the probability of two people communicating in an organisation is inversely comparative to the distance separating them, and it is close to zero after 30 metres of physical separation. Furthermore, proximity 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).A recent come of workers at highly collaborative companies found that most collaborative burdens are short (with 34% permanent fewer than 15 minutes) and the majority 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 co nversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013).MethodologyThere are two acknowledged methodological approaches quantitative and soft (Creswell 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to collate numerical entropy (Ibid). The qualitative research is open to interpretation allowing personal answers to be incorporated into the study (Creswell 2005). The researcher considered both options in order to complete the necessary goals.Types of DataThere are two forms of data primary, or newly generated data, or secondary, previous data generated within existing studies (Creswell 2005). This study required the acquisition of primary data creating the need for relevant instruments. A keep an eye on with 5 open-ended questions has been created and subsequently conducted with centred on 548 employees working(a) at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the surroundings in which they work with a focus on factors that affect knowledge sharing in the work environment.Methods of Data CollectionThe qualitative data analysis employed a Content Analysis technique to reveal participant perceptions of their work environment. The watch questions were designed to explore employee perceptions regarding the following dimensions1) Activities that allow for increased exchange of knowledge2) Advantages of frequent interaction with colleagues3) Individuals or groups dependent on the frequent interaction with co-workers orgroup members4) Factors that facilitate interaction within the workplace5) Factors that inhibit interaction with others in the workplace.Survey participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was most authoritative. Using a Content Analysis approach (Creswell 2005 Leedy and Ormr od 2005 Neuendorf 2002), the interview responses were analysed. Content Analysis is a qualitative data reduction method that generates categories from key words and phrases in the interview text it is an evidence-based process in which data gathered through with(predicate) an exploratory approach is systematically analysed to produce predictive or inferential intent (Creswell 2005). Content Analysis 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 quantify and analyse data so that inferences could be drawn.The Content Analysis of survey interview text was categorically coded to reflect mixed levels of analysis, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational analysis to determine whether there were any relationships between the responses of the subjects. The analysis was conducted with Nvivo8 software which enables sorting, categorising, and oftenness counts of invariant constituents (relevant responses). Content Analysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction.Sample Respondent CharacteristicsThe 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 only partially completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in circuit card 4-1.Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh SchoolBachelor ground levelCertificate DegreeMaster DegreePhD DegreeOther1511819231 1219 Tenure 2 years2-5 years 5 years15333129 while Building Use 1 year1 year2 years 2 years1401022710 metre Desk Use 3 months3-6 months7-12 months 12 months14315912685 Age 20 years21-30 years31-40 years41-50 years 50 years0216255357 GenderMaleFemale42885 MobiltyZurich OfficeOther Google OfficeHome OfficeTravellingOther88.9%3.9%3.9%2.7%0.5% PositionEngineeringSales and merchandisingGandAOther428121459 NationalityGermanySwitzerlandUnited StatesFrancePolandUnited KingdomRomaniaHungaryNetherlandsSwedenSpainAustraliaRussian Federation 10 respondents73623533282724231716141312136Survey FindingsIn order to provide an audit trail of participant responses to the thematic categories that emerged from the data analysis, discussion of the causeings precedes the tables of data, within a framework consisting of the five survey questions. An boilers suit summary is provided at the conclusion of the discussion of findings. During the analysis of data, common invariant constituents (relevant resp onses) were categorically coded and associated frequencies were documented. Frequency data include overall frequency of occurrence as well as frequencies based on rating level (5 = most definitive to 1 = least authorised). Invariant constituents with a frequency of less than 10 were not include in the tables. Study conclusions were developed through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories. head word 1 Main 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 following primary perceptions of participants in terms of main activities that allow knowledge exchange (a) meetings of all causas (b) whiteboard scene of action discussions (c) video conferencing (d) email, and (e) code reviews. These elements demo a hig h frequency of importance ratings, and a moderate percentage of respondents rated these elements as most important (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet electrical relay Chat (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 Invariant ConstituentOverall number (Frequency)By evaluate5=Most important n=51354321 Informal discussion/face to face mtgs/stand ups35114977603332 Formal intend meetings/conference room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussions/brainstorming5822131094 Video Conferencing (VC)5841620144 Code Reviews515162046 opus/Reading Documentation476813164 IM/Text Chat/IRC4610161073 Extracurricular Activities (e.g., pool, socializing, Friday office drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 Mailing lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Tele send for/phone conversations1203243Question 2 Main Advantages of everyday 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 exchange and transfer (b) staying current on projects and processes (c) social interaction (d) learning from others (e) faster problem resolution (f) efficient collaboration and (g) continuous and early feedback. The following themes received a high frequency of importance ratings and a large percentage 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, crack collaboration, and feedback. Although socialize was revealed to be a strong overall theme, it also deliverd scorn 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 number (Frequency)By evaluation5=Most important n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 Learning/learning from others/learning new things/increased knowledge base7217281485 Understand problems/ needs faster resolution and quicke r problem solving7025241146 Better/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/being part of a team/teambuilding5110121892 Get work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/shared vision/focus on goals of team32109652 Better personal contact and on the loose(p) interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/ acquire help (when stuck)26391031 Good/happy atmosphere/work environment2412858 Networking2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpoints18210312 Improving look of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521Question 3 Individuals or Groups that are Dependent on Frequent InteractionTable 4-4 pro vides 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 first 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 Rating5=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 Easy 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, proximal, and open workspace areas (b) common functional areas (c) sufficient and available meeting facilities (d) splendid 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 la rge percentage of most important ratings (rating 5). Other revealed themes, particularly 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 Rating5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/posing together175103342594 Common shared Areas (e.g., Kitchen, play/game live, lounges, 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 Conference meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for easy meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 insouciant and social environment/open atmosphere36195921 People easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 Company calendar/planned ops for meeting/ scheduled meetings1937621 geographic co-location/same time 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 OthersTable 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(prenominal) elements with less relevance as inhibiting factors. The physical geographic differences specifically the time zone differe nces were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants comprehend their overscheduled and busy work lives, hoo-hah levels in their workspaces, and shared work environments to be contributing 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 Rating5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/noisy environment/ noise in shared space33196440 Defective VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms availab le2286620 Too few VC rooms in some locations / lack of available VC rooms1949501 Open Space no privacy, interruptions/ disruptions1958321 Information 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/lack of informal areas with whiteboards1135210 Language barrier lack of correct side/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone1053200DiscussionBoth the literature and the survey have illuminated interesting 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) suck uply illustrates this poi nt with the argument that the communal environment promotes a standard of communication not found in the technological alternatives. Further, the shift away 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 technical needs through employee communication (Tallman et al 2010). A combination of professional advice can benefit the entire production and development process. In this study, transactions among part icipants were often brief, and were perceived to require limited space often just devise 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, reservation 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 increased communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010).The research at Google provides further support for the view of some go alonging companies who strongly believe that having workers in the same place is authoritative to their success (Noorderhaven et al 2009). yahoos CEO Marissa Mayer communicated via a memo t o employees that June 2013, any existing work-from-home arrangements will no longer apply. Initial 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) To become the absolute best 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 Prusak (2001) presumption that the physical workplace is a critical element of the dynamic business. That is why 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 reasoning is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting commu nication and teamwork in the office, the technical alternatives are not enough.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 isnt just about your day-to-day job, it is about the interactions and experiences that are only practical in our offices (Moyer 2013). This section is directly in line with emerging studies citing the vital nature of the interaction and face to face employee contact (Heerwagen et al. 2004).This study has clearly demonstrated that Mayer is not alone in her finding Steve Jobs operated in a similar fashion as well (Davenport et al 2002). Despite being a indweller of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. Theres a temptation in our networked age to think that ideas can be developed by email and iChat, he said. Thats crazy. Creativity comes from spontaneous meetings, from haphazard discussions. You run into someone, you ask what theyre doing, you say Wow, and soon youre 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 philosophy led Jobs to have the Pixar building designed to promote encounters and unplanned collaborations.Mayers former colleague at Google agrees (Ibid). Speaking 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 valuable but necessary to sustained competition in the persistence (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff.Companies like Apple, Yahoo and Google are holding on to (or have start ed 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 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 remote working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belong and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009).ConclusionThe role of knowledge management in the workplace has become an increasingly valuable segment of a companys resources. This study examined the practice of working remotely versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to provide the end all to employee work habits have proven less than fully realized. 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.The 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 approximately 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 necessarily how much technology is available.ReferencesDalkir, K. 2005. Knowledge management in theory and practice. Amsterdam Elsevier/Butterworth Heinemann.Denstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air travel Do new technologies produce new interaction patterns?. Transportation Research Part C Emerging Technologies, 29 pp. 113.Nonaka, I. and Takeuchi, H. 2011. 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