An investigation of how design-oriented organisations implement design thinking

Chen, Steven; Venkatesh, Alladi

doi:10.1080/0267257x.2013.800898

Cited by 74 publications

(61 citation statements)

References 40 publications

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“…More specifically, examining organizational structures and governance, Chang et al (2013, p. 22) claim that organizations should "identify and choose a qualified independent design-thinking coordinator." On the other hand, some researchers have maintained that organic structures that favor collaboration across diverse teams and ensure opportunity recognition are necessary to realize the benefits of design thinking (see, e.g., Chen and Venkatesh, 2013;Fraser, 2007). Clearly, progress in its application will be slowed until such contradictory perspectives are resolved.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda

Micheli¹,

Wilner²,

Bhatti³

et al. 2018

J of Product Innov Manag

441

330

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Design thinking has attracted considerable interest from practitioners and academics alike, as it offers a novel approach to innovation and problem‐solving. However, there appear to be substantial differences between promoters and critics about its essential attributes, applicability, and outcomes. To shed light on current knowledge and conceptualizations of design thinking we undertook a multiphase study. First, a systematic review of the design thinking literature enabled us to identify 10 principal attributes and 8 tools and methods. To validate and refine our findings, we then employed a card sorting exercise with professional designers. Finally, we undertook a cluster analysis to reveal structural patterns within the design thinking literature. Our research makes three principal contributions to design and innovation management theory and practice. First, in rigorously deriving 10 attributes and 8 essential tools and methods that support them from a broad and multidisciplinary assortment of articles, we bring much needed clarity and validity to a construct plagued by polysemy and thus threatened by “construct collapse.” Second, aided by the identification of perspectives of scholars writing about design thinking, we provide detailed recommendations for relevant topics warranting further study in order to advance theoretical understanding of design thinking and test its applications. Third, we identify the enduring, yet essential, questions that remain unresolved across the extant design thinking literature and that may impede its practical implementation. We also provide suggestions for the theoretic frames, which may help address them, and thus advance the ability of scholars and managers alike to benefit from design thinking’s apparent advantages.

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Section: Managerial Implicationsmentioning

confidence: 99%

Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda

Micheli¹,

Wilner²,

Bhatti³

et al. 2018

J of Product Innov Manag

441

330

View full text Add to dashboard Cite

show abstract

“…Based on the aforementioned studies and definitions, the following could be considered the distinctive characteristics of service design methodology: (1) the foundation is "design thinking", which is a creative problem-solving process [33][34][35][36][37][38][39][40][41]; (2) the ultimate goal is "user experience value" [11,[42][43][44][45]; (3) the practical research method is "participatory design" [3,46]; and (4) the key research scope is "the interface between users and providers" [47][48][49]. There are conceptualizations of design thinking; for example, it has been defined as the "transfer of the organization's design philosophy into design activities and outputs" [51,52] or a set of formal design methods necessary for finding, brainstorming, and prototyping [52,53]. These diverse conceptualizations of design thinking still co-exist [52,[54][55][56][57]; however, it is generally perceived as a creative method of problem-solving.…”

Section: Concept Of Service Designmentioning

confidence: 99%

Problem-Solving Design-Platform Model Based on the Methodological Distinctiveness of Service Design

Young-Ok¹

2019

Journal of Open Innovation: Technology, Market, and Complexity

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This study explores the differentiated properties of service design in the context of the final value pursued by this methodology, avoiding the interpretation of pending issues to which service design is applied. First, the following were identified as the core properties of service design, differentiated from other design methodologies: “Design Thinking”, a creative problem-solving process; “User Experience Value”, the pursued goal; “Participatory Design”, a practical research methodology; and “Interaction between Users and Providers”, the core research scope of pending issues. Second, the study proposed a six-step service design process model based on the interrelationships between these properties. The “problem recognition” step identified a decline in the quality of user experiences and forms a self-awareness of dissatisfaction. Next, the “problem understanding” step conducts multidisciplinary cooperative research on dissatisfaction. Subsequently, the “problem deduction” step determines users’ unsatisfied desires through visualization of the core pending issues, and the “problem definition” step performs creative conception activities with problem-solving approaches for the unsatisfied desires. Further, the “problem-solving” step develops service design models, and finally, the “problem-solving strategy check” step confirms the utility of the models in a real-world application.

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“…Like nonproduct displays, booth style and symbology should be relevant to the product and brand to support integrated marketing communications efforts and maximise memorability. This may be described as 'using brand image to establish a design language' (Chen & Venkatesh, 2013, p. 1680. Gratuitous theme choices may be very visually appealing and fun, but will attract nonbuyers just as easily as current or potential users.…”

Section: Styles or Themes Impart The Final Atmospherementioning

confidence: 99%

Trade show boothscapes

Gilliam

2015

Journal of Marketing Management

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Trade shows continue to be second only to personal selling in business-to-business promotion. Exhibitors around the world seek to attract the proper attendees into their booths (stands), but design advice for accomplishing exhibitor goals is lacking. Designs intended to appeal to attendees indiscriminately only crowd booths with nonbuyers. Given the diversity of exhibitor goals, attendee motives and potential booth designs, exhibitors need to carefully weigh competing design elements. The theoretical underpinnings of retail atmospherics, service escapes and prior trade show research are juxtaposed with observations from a very large international industrial trade show. A variety of observations and interviews with marketing managers provide data from small to large exhibitors. A framework is proposed linking various design elements to specific exhibitor goals and attendee roles.

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An investigation of how design-oriented organisations implement design thinking

Cited by 74 publications

References 40 publications

Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda

Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda

Problem-Solving Design-Platform Model Based on the Methodological Distinctiveness of Service Design

Trade show boothscapes

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