ABSTRACT
The digital workplace can serve as an important strategic asset for dealing with organizational complexity, uncertainty, and ambiguity. Unfortunately, the discourse on its successful design is difficult to grasp due to the large number of disciplines and theories involved. In this chapter, we therefore draw on a series of qualitative interviews with 63 executives at 27 large global organizations to develop a framework that outlines various design and management elements of the digital workplace. Subsequently, we quantitatively explore how these elements combine and relate to organizational performance. These two contributions are ultimately discussed in relation to prior literature.
