Ignasi Capdevila

This article investigates how parties in workplace mediation transform their perceptions of self and other during conflict. Drawing on extensive qualitative data from workplace mediation cases and participant interviews, the study uncovers a process of internal reframing initiated by moments of narrative surprise and emotional dissonance. Central to this transformation is the evolution of what we term “virtue stance” — the shifting moral orientation individuals hold toward themselves and their counterparts. Rather than viewing conflict transformation as primarily driven by external facilitation, the findings show that sustainable change emerges from participants’ own internal negotiation of moral meaning and relational identity. By illuminating these subtle psychological and moral dynamics, the study offers a new perspective on how genuine reconciliation and renewed cooperation can unfold in organizational contexts.

The spread of coworking spaces has often brought about their promise of synergetic environments. For this purpose, coworking managers undertake strategies for setting up conditions leading to collaboration among users. Coworking managers also act as mediators between their internal group of users and their surrounding socioeconomic contexts. This qualitative research explores relationships between coworking management and collaborative approaches. Findings are taken from four case studies located in the Veneto Region and featured by different managerial approaches (bottom-up versus top-down organisations) and different aims (social versus business orientations). Collaboration thus emerged as logically consequent to their coworking managers’ interests about pursuing their either social or business goals. Moreover, organisations supporting coworking spaces tend to reflect their respective structures upon collaborative projects. The ways in which managers understand relational resources both within and outside coworking spaces are therefore instrumental for pursuing their own orientations.

To attract highly qualified remote workers to their cities and countries, governments have implemented mechanisms for the stay of digital nomads, thereby promoting local economic development. To manage the entry and stay of this professional class in these regions, future residents are required to obtain special visas for digital nomads. However, the guidelines and regulations for these visas are not clearly established, and the policy frameworks that apply have not been studied extensively. Thus, this paper explores how countries develop policies to attract digital nomads, support business development and position themselves as ideal territories for these knowledge workers. The study uses an interpretative policy analysis approach to examine and comprehend the purpose behind leisure policies and digital nomad visa systems from 24 countries that have introduced them over the past decade. Findings reveal that digital nomadic visas are framed as an engagement experience with the destination and its leisure facilities. Also, facilitating these policies are government strategies to promote a business environment and strengthen a high-level entrepreneurial ecosystem. The primary research contribution has been to outline the relevant policy mechanisms that support the attraction of highly skilled mobile workers to a specific area or region and debate their intended efficiency.

Research about the emergence of communities has mainly focused on a single context of interaction, either physical or virtual. To uncover the relationships between different contexts (physical, cognitive, and virtual), the article investigates the progressive construction of different communities linked to collaborative spaces. Through a qualitative research based on a multiple case study, our analysis presents four distinct patterns of evolution, where different contexts were sequentially used, that continuously consolidated and enlarged the initial community. The results have significant implications not only to better understand community‐based collaborative dynamics, but they also offer useful insights about how to successfully develop and manage collaborative spaces for R&D and innovation activities.

Purpose: Collaborative spaces such as Fab Labs, Living Labs, coworking spaces, hackerspaces, makerspaces, etc. are localized spaces that offer open access to resources. The purpose of this paper is to explain what motivates participants in such spaces, according to different innovation logics. Design/methodology/approach: The paper is based on qualitative studies of 43 collaborative spaces in Paris and Barcelona. Findings: This paper proposes a typology of different collaborative spaces to understand what motivates their participants. The classification is based on the innovation approach of each type of space: methods and techniques of ideation, social innovation, open innovation and user-driven innovation. Research limitations/implications: The classification of collaborative spaces clearly identifies different innovation approaches. However, it might result to be too simplistic and may not represent all spaces under the same denomination. Practical implications: This paper provides some guidelines for managers who run or intend to open a collaborative space. In bottom-up innovation modes, to increase the commitment of the participants, managers should provide the tools and resources needed to successfully achieve the goals of the members’ projects. In top-down innovation modes, managers should rather focus on designing an attractive and rewarding process of ideation. Originality/value: This paper contributes to the understanding of collaborative spaces; it shows that participants’ engagement is related to the nature of the innovation activities that take place in collaborative spaces, and it compares different types of spaces to explain their differences and similarities.

À travers l’étude comparée des formes de collaboration au sein de différents espaces de créativité et d’innovation, cet article propose une grille de lecture des communautés de connaissances se développant en lien avec des lieux innovants. Ainsi trois types de collaboration peuvent se distinguer selon qu’ils soient centrés sur des logiques économiques (réduction des coûts et renouvellement des logiques de travail), sur des logiques utilitaristes (partage des ressources et des moyens de travail) ou sur des logiques altruistes (valeur d’entraide et de partage fondée sur le don/contre-don). Chacune met alors en évidence des caractéristiques spécifiques de chaque espace d’innovation et ouvre la réflexion sur l’enjeu central de l’animation, voire du pilotage des communautés autour de ces trois logiques de collaboration. Codes JEL : O31, L26