2010
DOI: 10.1111/j.1948-7169.2010.00062.x
|View full text |Cite
|
Sign up to set email alerts
|

Design Management and Business in Europe: A Closer Look

Abstract: With the exception of a few small‐scale case studies, there has been no real investigation into how European companies manage design, so when Design Management Europe decided to mount a survey of small and medium‐size companies and their design management practices, the results were interesting, and in some cases surprising.

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
17
0
2

Year Published

2017
2017
2022
2022

Publication Types

Select...
4
3

Relationship

0
7

Authors

Journals

citations
Cited by 14 publications
(20 citation statements)
references
References 6 publications
0
17
0
2
Order By: Relevance
“…In contrast to existing design research, which tends to be framework-driven (Best et al, 2010;Danish Design Centre, 2003), this study derives its findings from deep insight into managerial decision-making and practices, which suggest specific pathways for practitioners intent on raising design's status. Undoubtedly, senior management support is necessary to facilitate and sustain the transition from design as service to a more strategic level.…”
Section: Managerial Implicationsmentioning
confidence: 96%
See 1 more Smart Citation
“…In contrast to existing design research, which tends to be framework-driven (Best et al, 2010;Danish Design Centre, 2003), this study derives its findings from deep insight into managerial decision-making and practices, which suggest specific pathways for practitioners intent on raising design's status. Undoubtedly, senior management support is necessary to facilitate and sustain the transition from design as service to a more strategic level.…”
Section: Managerial Implicationsmentioning
confidence: 96%
“…Hence, although scholars proffer typologies identifying an extended strategic role for design (Best et al, 2010), and practitioners advocate a more strategic role for the design function (Brown, 2009), little is known regarding which practices help elevate design's internal status (Luchs et al, 2016;Ravasi and Stigliani, 2012). Therefore, this study focuses on unraveling those organizational practices -defined as routinized and repeated sets of activities performed by organizational actors -which are critical to design's status elevation.…”
Section: Elevating An Organizational Function's Statusmentioning
confidence: 99%
“…In contrast to existing design research, which tends to be framework‐driven (Best et al, ; Danish Design Centre, ), this study derives its findings from deep insight into managerial decision‐making and practices, which suggest specific pathways for practitioners intent on raising design's status. Undoubtedly, senior management support is necessary to facilitate and sustain the transition from design as service to a more strategic level.…”
Section: Managerial Implicationsmentioning
confidence: 99%
“…However, how can design be elevated from a functional to a strategic role within the firm? Extant research highlights the need to elevate design (Luchs et al, 2016;Roper, Micheli, Love, and Vahter, 2016) for two main reasons: (1) strategic issues such as branding, innovation, and differentiation benefit from design input, and (2) designers have methods that can bring unique insights to strategy formation and implementation (Best, Kootstra, and Murphy, 2010;Brown, 2008). Yet, little is actually known about the ways in which this could be achieved (Micheli, Jaina, Goffin, Lemke, and Verganti, 2012;Noble, 2011).…”
Section: Introductionmentioning
confidence: 99%
“…These perspectives indicate the different levels of application of design for social innovation. Thus, these levels can be categorised in the same way that the Danish Design Ladder or the Design Management staircase articulates (Best, Kootstra, & Murphy, 2010; Danish National Agency for Enterprise and Housing, 2003). At an operational level, design is applied to achieve a specific task; at the functional level design is used as a process or discipline; and then at a strategic level, design is holistically used for strategic intent.…”
Section: Design For Social Innovationmentioning
confidence: 99%