Innovation at the Office
Before Today’s Post, an Announcement: The Institute for Progress is hosting a free 6-week online PhD course titled “The economics of ideas, science and innovation.”
I’m teaching one of the sessions, and Pierre Azoulay, Ina Ganguli, Benjamin Jones, and Heidi Williams are teaching the rest. An all-star lineup! The course is aimed at economics PhD students who want to learn more about the economics of innovation, but we’re also open to applications from PhD students in related fields or recent graduates.
The course starts November 1, but the deadline to apply is September 6. Learn more here!
Now for your regularly scheduled content…
Like the rest of New Things Under the Sun, this article will be updated as the state of the academic literature evolves; you can read the latest version here.
You can listen to this post above, or via most podcast apps: Apple, Spotify, Google, Amazon, Stitcher.
For decades, the office was the default way to organize workers, but that default is being re-examined. Many workers (including me) prefer working remotely, and seem to be at least as productive working remotely as they are in the office. Remote capable organizations can hire from a bigger pool of workers than is available locally. All in all, remote work seems to have been underrated, relative to just a few years ago.
But there are tradeoffs. I’ve written before that physical proximity seems to be important for building new relationships, even though those relationships seem to remain productive as people move away from each other. This post narrows the focus down to the office. Does bringing people together in the office actually facilitate meeting new people? (spoiler: yes) But I’ll try and get more specific about how, when, and why this happens too.
One aside: this is a rich literature that goes back decades. I’m going to focus on relatively recent research that looks at scientists and startups and uses experimental and quasi-experimental approaches. But a lot of this recent work turns out to echo what earlier studies found using more observational approaches. Allen and Henn (2007) provides one overview of some of the older literature.
Subscribe now
Academic Collaboration Among Neighbors
Let’s start with buildings. Are people more likely to work together on a project if they also work in the same building?
Miranda and Claudel (2021) look at what happens to collaboration between MIT-affiliated professors and staff when they start working in the same building (or get separated), due to a series of renovation and new building projects over 2005-2015. Every year they look at each pair of 1,417 MIT authors to see if the authors’ offices are in the same building, and if they were coauthors on a paper. They want to estimate the impact of being in a building together, which presents a bit of a challenge. We might expect people to seek out offices in the same building as their expected collaborators, but they would have ended up working together whether they succeeded in getting colocated offices or not. That could overstate the impact of being in the same building. So Miranda and Claudel try to estimate the impact of being in the same building, after you adjust for a particular pair of author’s underlying propensity to collaborate regardless of location.1 Essentially, pick a random pair of MIT coauthors and identify two years where they had the same number of publications in the previous year. If they were in the same building in one of these comparison years and not in the same building in the other, they tended to publish an extra 0.004 papers together in the year they were in the same building.
An extra 0.004 papers might not seem like much, but that’s because most random pairs of MIT scientists do not put out any papers together in a given year. With 1,417 MIT authors, there are over a million possible ways for them to pair off, but they only put out 38,000 papers written by multiple MIT authors collectively over the decade. That works out to about 0.004 papers per pair per year, which implies moving people into the same building about doubles the number of papers they might be expected to put out together.2
That’s about the same order of magnitude found by Catalini (2017). Catalini focuses on the Université Pierre-et-Marie-Curie and it’s 17 year quest to remove asbestos from its buildings. Asbestos removal required moving labs to new locations, typically based on what space was available rather than as a way to make inter-lab collaboration easier. Catalini also finds when labs are moved into the same building, they put out 2.5-3.3x as many joint publications as pairs of labs that are not moved together.
Going Inside the Building
That’s for two people (or groups) working in the same building. But buildings can be pretty big. What if we look within the building; do we see similar effects for people with offices that are closer or farther away from each other?
Roche, Oettl, and Catalini (2022) peers within a US co-working space that hosted 251 different startups over 2014-2017. Whereas Miranda and Claudel (2021) and Catalini (2017) needed to try and convince us that building moves were basically random due to renovation, in this case the startup residents actually were randomly allocated to different places in the co-working hub. Very convenient for the researchers!
A difficulty is startups do not typically collaborate on easily observable projects like scientific papers though. Instead, Roche, Oettl, and Catalini look for evidence that the startups trade information using data from BuiltWith that describes which web technologies startups use. For example, NewThingsUnderTheSun.com is in the BuiltWith dataset, and it shows I use CloudFlare for a bunch of stuff, and that I registered the domain name from Tucows. Suppose I moved into a coworking space with a bunch of startups that used a web technology called Mixpanel for A/B testing. Roche and coauthors can see this in their dataset. If I started using Mixpanel myself to do A/B testing for NewThingsUnderTheSun.com after moving into the coworking space, then that suggests I learned about Mixpanel from some of the other startups there.
Roche, Oettl, and Catalini measure the shortest walking distance between each pair of startups on the same floor (walking distance is the shortest path you could actually walk, respecting walls, furniture, etc) and then they look at the probability startups adopt each other’s component web technologies. As you might expect, the closer two startups workspaces are, the more likely they are to use each other’s stuff. What’s perhaps a bit surprising though is that the effect of distance is highly nonlinear. Divide the startup pairs into four groups, based on their proximity, and you find only the 25% that are closest exhibit any knowledge sharing. It looks like being in the same building only matters if you are actually really close - like, within 66 meters!
Additional probability of adopting another startups web tech, dividing distance into 4 bins. From Roche, Oettl, and Catalini (2022)
This echoes a common finding in some of the older literature I alluded to earlier. Proximity matters, but for most people the value of proximity falls off very fast. If you have to walk very far to talk with a colocated coworker, then that coworker might as well not be colocated.
Hasan and Koning (2019) get similar results in the context of a startup bootcamp in India. They randomly assign 112 aspiring entrepreneurs to 40 different teams, whose location in a large open co-working space is also randomly assigned. Bootcamp attendees spent their first week developing a project that was later evaluated by the team, and Hasan and Koning study how proximity between teams affected their interactions during this week. To measure interactions, they survey people after a week (do you know this person? Did you ask them for advice?) and also see if they sent each other more messages via email or Facebook. As with Roche and coauthors, the impact of very minor distances seems to matter a lot. The probability bootcamp attendees reported they knew, sought advice from, or frequently messaged people on other teams dropped rapidly as distance increased (focus on the black lines below, for now - we will discuss the dashed ones shortly).
Probability of working with members of other teams (vertical axis, black solid line), as a function of walking distance (horizontal axis). From Hasan and Koning (2019)
It’s also worth noting that all the teams in this study were as close as the teams in the first quartile of the Roche, Oettl, and Catalini (2022) study, so even among the top 25% closest startups, it seems likely the very closest exchanged most of the information. And note, in both of these studies, the locations of teams was random - it’s not as if people were grouped by the similarity of their work. And yet, proximity seemed to matter quite a bit for information sharing anyway.
Communication or Discovery?
So far, we’ve found evidence that jamming people together in a building increases the probability that they exchange information and start joint projects, especially if their workplaces are very close within the building. This could be for at least two different reasons though.
First, being close might make it easier for people to communicate. We know this is true, in the sense that you literally don’t have to walk so far to talk face-to-face with someone who is nearby. If face-to-face conversation is a much better way to trade information than digital messaging, then we expect close coworkers to trade more information. They might also decide to start more scientific projects together, because they know it’ll be easier to complete those projects when it’s so easy to communicate. Call this the communication advantage of proximity.
Second, being close might make it easier to meet new people. You might not march across the room to introduce yourself to someone you...