Abstract
This capstone explores the evolving landscape of office space allocation in higher education, particularly within the context of hybrid and remote work environments accelerated by the COVID-19 pandemic. Focusing on a case study of a public R1 research university, the study investigates how institutions can more effectively allocate, manage, and reimagine fixed office spaces to align with shifting work patterns, institutional missions, and resource constraints. Using a mixed-methods approach, the research integrates survey data from faculty and staff with interviews from institutional leaders and facility managers at both internal and peer institutions. The findings reveal that space allocation is influenced by a complex interplay of operational, cultural, and strategic factors, including equity, transparency, flexibility, and historical norms. The study is grounded in organizational theories such as Strategic Contingency Theory, Resource Dependency Theory, Aesthetics Theory, and Institutional Isomorphism, which provide a framework for understanding the power dynamics, cultural attachments, and systemic challenges associated with space decisions. The capstone proposes six actionable recommendations: adopting a mission-linked space allocation policy, conducting annual utilization audits, formalizing research space protocols, integrating technology for hybrid work, establishing centralized space governance, and aligning capital financing with actual utilization. These strategies aim to optimize space use, reduce inefficiencies, and support institutional adaptability. The study contributes to the field of higher education administration by offering a comprehensive model for strategic space governance that balances operational efficiency with cultural and organizational identity in a post-pandemic academic environment.
