ORGANISATIONAL CULTURE
F irst coined by US sociologist Ray Oldenburg in the 1980s, the interaction that is separate to the more-frequented environments of home and the workplace. Yet, the third space doesn’t just provide an additional physical location; it is also a setting where dialogue, spontaneity and equality emerge naturally among participants. For this reason, the concept has recently regained significance within the professional world, especially in the context of organisational culture. After all, today’s convergence of cultural, concept of the “third space” refers to a social sphere of free and informal generational and technological factors has profoundly reshaped the way we think about cultivating human relationships and constructing a sense of belonging within companies. This, in turn, has led to a renewed interpretation of collaborative culture. The Covid-19 pandemic served as a catalyst for this transformation, dismantling long-held assumptions about productivity, presence and the meaning of connection at work. It demonstrated that the traditional office was neither the only nor necessarily the most effective environment for performance. As hybrid, flexible and remote models became the norm, organisations began to explore the need for intermediate spaces that were neither home nor office but offered the possibility of genuine human exchange. These spaces
contemporary organisations are creating third spaces within their own ecosystems. Other examples include the use of co-working zones, lounges, internal cafés or innovation hubs that serve as informal, connective bridges between individual focus and collective creation. In these environments, interaction is not prescribed but naturally encouraged. This evolution also reflects a broader generational shift. Generation Z, born between the mid-1990s and early 2010s, together with the older segment of millennials, now dominate the workforce. For them, the boundaries between work, social life and the digital realm have dissolved almost entirely. Their professional identity intertwines with personal values, self-expression and authentic communication. Consequently, the search for open, participatory workspaces to collaborate, create and express themselves freely has become a strategic priority for forward-thinking organisations. In this sense, third spaces embody interaction, inclusion and belonging. Innovation potential expands significantly within third spaces. This is because they are well-suited to creative methodologies, such as gamification, active learning and project-based collaboration, that enable participants to engage through experimentation and play. These approaches also foster growth that transcends technical or procedural knowledge, cultivating a collaborative culture that challenges routine and nurtures wellbeing. The impact is tangible: improved morale and interpersonal trust, as well as a revitalised sense of shared purpose. In an age defined by digital saturation and mental fatigue, these environments restore the joy of working together. Playful resonance Valuable insights into the use of third spaces in contemporary organisations can be found in the reflections of German sociologist Hartmut Rosa in the 2019 book, Resonance . Rosa introduces resonance as a means of relating to the world in a way that allows individuals’ life experiences to be meaningful, connected and alive. From this perspective arises the idea of “playful resonance”, a living and transformative relationship between people and their environment. In corporate contexts, this translates into individuals’ capacity to engage with their work not merely as a list of duties, but also as an emotionally and symbolically meaningful practice that connects them with what they do, with whom they do it and with the space in which it unfolds.
sought to sustain the fundamental pillars of collaboration: teamwork, communication, participation and the shared construction of knowledge and
learning. Within this evolving landscape, the third space emerged as both a cultural and functional response to a new world of work. The changing landscape The business world is changing, with horizontal, adaptive and human-centred models redefining rigid work structures built on hierarchies, fixed schedules and closed offices. One widely debated example is Spotify’s “agile squad” framework, referring to interdisciplinary, self-managed teams that operate almost like miniature startups. As discussed in a 2023 article for the Product School, each of these teams possesses all the skills needed to design, build and deliver products. Such approaches illustrate how
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Business Impact • ISSUE 6 • 2025
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