Planned Space, Lived Space: The Social Production of Activity-based Workspaces in Dutch Higher Education

This dissertation examines how the introduction of activity-based workspaces (ABW) in Dutch higher education unfold within the tension between planned and lived space. Originally developed in the commercial sector, ABW has been introduced in academic institutions as a response to logistical and financial challenges: the optimization of space use, the flexibilization of work environments, and the promotion of collaboration. At the same time, the concept raises questions about autonomy, pedagogical relationships, and professional identity. The central research question is: how is space conceived, experienced, and practiced within academic organizations, and what are the implications for how ABW functions? The dissertation is theoretically grounded in Henri Lefebvre’s theory of the production of space, which understands space as a social product generated through the interaction between conceived space (designed space), perceived space (practiced space), and lived space (experienced and symbolized space). This triad is enriched by De Certeau’s concept of tactical appropriation and Oliver’s expectancy disconfirmation theory, which helps explain the role of expectations and (dis)satisfaction. Methodologically, the study combines a systematic literature review with a ten-year at-home ethnographic study at a Dutch university of applied sciences, complemented by narrative analyses of both accommodation professionals (APs) and workspace users. The study yields four key findings. First, there is a structural mismatch between policy intentions and everyday practices. Although ABW is often presented as efficient and future-oriented, user experiences reveal that these spaces frequently fail to meet the demands of teaching and research. Academic staff report tensions around privacy, concentration, collegiality, and student engagement. The presumed gains in collaboration and innovation prove highly context-dependent. Second, narrative analysis shows that APs rely on two dominant strategies when implementing ABW: glorification of the concept and externalization of failure. ABW is framed as a solution to a broad array of organizational issues, while resistance from users is frequently interpreted as irrational or regressive. This obscures structural mismatches between spatial design and professional realities and highlights the ideological dimension of spatial policy.