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Greater Space Means More Service: Leveraging the innovative power of architecture and design


  • Mathe, Hervé

    () (Institute for Service Innovation and Strategy, ESSEC Paris-Singapore)


Organizational structures certainly are of great importance in order to determine employees’ behaviour and performance. On the other hand, physical structures also significantly influence the way staff and customers view any company and interact with it. In service based activity, such as in retailing, banking, hospitality, and so, firms and institutions are competing thanks to innovations in products/services, delivery processes, and management styles. Innovative approaches may also materialize into the design of facilities. Service providers are in a position to significantly improve convenience, productivity, and attractiveness by designing space and defining appropriate layout carefully. This pattern also has to include identification of the meanings, characterization of size and qualification of the process by which any service facility delivers messages. In the last session of the paper, we address a particular type of service facilities, namely the buildings of institutions for higher education in management. The objective is then to analyze how facilities have evolved in order to cope with the change affecting business education.

Suggested Citation

  • Mathe, Hervé, 2008. "Greater Space Means More Service: Leveraging the innovative power of architecture and design," ESSEC Working Papers DR 08004, ESSEC Research Center, ESSEC Business School.
  • Handle: RePEc:ebg:essewp:dr-08004

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    References listed on IDEAS

    1. Bensaid, Bernard & Gary-Bobo, Robert J., 1991. "Negotiation of profit-sharing contracts in industry," European Economic Review, Elsevier, vol. 35(5), pages 1069-1085, July.
    2. Bengt Holmstrom, 1982. "Moral Hazard in Teams," Bell Journal of Economics, The RAND Corporation, vol. 13(2), pages 324-340, Autumn.
    3. Kandel, Eugene & Lazear, Edward P, 1992. "Peer Pressure and Partnerships," Journal of Political Economy, University of Chicago Press, vol. 100(4), pages 801-817, August.
    4. Holmstrom, Bengt & Milgrom, Paul, 1987. "Aggregation and Linearity in the Provision of Intertemporal Incentives," Econometrica, Econometric Society, vol. 55(2), pages 303-328, March.
    5. Bengt Holmstrom, 1979. "Moral Hazard and Observability," Bell Journal of Economics, The RAND Corporation, vol. 10(1), pages 74-91, Spring.
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    More about this item


    Service; innovation; architecture; working place; corporate symbols;

    JEL classification:

    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility

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