Due to fundamental transformation processes, hybrid work models have a lasting impact on the organisation and design of workplaces and show that employees expect more flexibility and self-determination with regard to work anytime and anywhere.  As a result, new challenges can be stated: The possibilities of working on-site and off-site, in-person, hybrid or online, extends the perspective to A) where workplaces are organised, e.g., office, satellite office, home, or coworking space, in addition to B) how workplaces are designed at company locations, e. g. differentiation of space types for activity-based working. This implies that not only professionals, like architect, interior designers, facility managers or workplace consultants, should have knowledge about how to manage workplaces. It can be argued that also contributors, e.g. employees and user of workplaces, as well as executives, e.g. management and leadership, should develop spatial competency on the questions of where to organise and how to design workplaces that fit different needs and requirements. Based on a theoretical framework of spatial competency, different perspectives of workplace management in hybrid contexts are analysed with a single-case study design.

• Prof. Dr. Katja Ninnemann (Projektleitung)

• Senatsverwaltung für Finanzen Berlin, Senatskanzlei Berlin