Design thinking – a new mental model of value innovation

Leavy, Brian

doi:10.1108/10878571011042050

Cited by 102 publications

(71 citation statements)

References 3 publications

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“…It is seen in the literature almost entirely, that the industrial revolution in the 21st century was the framework for the emergence of the professional practice of design, considering its formation that period as project activity can define the formal properties of the product "creating an interface relationship with the consumer and their needs, contributing to the creation of trends and generating market demands" (Lemos, 2009). The historical process started from then transformed and expanded the powers of design, overstepped the boundaries of the industry and also migrated to the service economy, expanding its multidisciplinary and acquiring greater creative freedom to wander through the various fields of knowledge, besides taking its functions initially dedicated to industrial purposes, other new responsibilities (Franzato, 2010).…”

Section: Introductionmentioning

confidence: 99%

Strategic Management of Design as Competitive Differential in Project Management: Scenario and Market Outlook in the Manaus City

Natasha¹,

Cristinne²,

Alves³

et al. 2013

CUBR

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In recent years, the design has been in evidence and showing the importance in leading companies. Then comes the strategic management of the design, an area of knowledge that aims to add value and competitive advantage to companies through a practical meeting. In this context, this research aims to evaluate the current scenario and projections of this knowledge to the market in the Manaus city, Amazonas, Brazil, and to highlight the importance of it as an important factor in project management. Therefore, we adopted the descriptive and quantitative research carried out data collection through a survey with the purpose of extracting data from key stakeholders: Designers and entrepreneurs. Reputable sources of information reveal that the inclusion of design in business has become a trend with the increasing competitiveness of the global market, in contrast, the results of this research show that the local market is still not a reality, but it is already taking the first steps, which tend in the long-term, increase to an advanced level of management.

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Section: Introductionmentioning

confidence: 99%

Strategic Management of Design as Competitive Differential in Project Management: Scenario and Market Outlook in the Manaus City

Natasha¹,

Cristinne²,

Alves³

et al. 2013

CUBR

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“…Second, feminist challenges to a prevailing body of work within economic geography on innovation, entrepreneurship and networks are crucial to illuminate gendered power relations in design. Design often has been viewed as a key source of innovation (Vinodrai, Gertler, and Lambert 2007;Vinodrai 2013;Leavy 2010), potentially promoting the competitive advantage of nations, cities or regions (Bell and Jayne 2003;Bakhshi, McVittie, and Simmie 2008). Design also can be cast as entrepreneurial, in the sense that a large share of activity takes place within relatively small design consultancy firms operating across competitive environments of relatively rapid growth, dissolution and re-formation.…”

Section: Understanding Gender Divisions In Designmentioning

confidence: 99%

‘It’s just a very male industry’: gender and work in UK design agencies

Reimer

2015

Gender, Place & Culture

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The article focuses upon gender divisions of labour in the UK design sector as a means of highlighting a relatively understudied segment of the creative industries. Drawing upon a wider study of design consultancy firms across London, Birmingham, Manchester and Newcastle, it considers how configurations of gender division are bound up with everyday representations of design labour. The article reveals how associations between craft, skill and masculinity appear, and are reinforced in design practice. It also points to the ways in which design work is valorised within and through constructed geographies of difference between London and the regions, emphasising that hegemonic masculinities are reinforced and reproduced in reference to understandings of activities in place. CONTACT Suzanne reimer s.reimer@soton.ac.uk * Please note that whilst the research on which the paper was based was conducted as a team, this paper was individually authored; and the co-researchers have agreed to this sole authorship. RESUMENEl artículo se centra en las divisiones de género laborales en el sector de diseño del Reino Unido como medio para destacar un segmento relativamente poco estudiado de las industrias creativas. Basándose en un estudio más amplio de las firmas consultoras en Londres, Birmingham, Manchester y Newcastle, considera cómo las configuraciones de la división de género están estrechamente relacionadas con las representaciones cotidianas del trabajo del diseño. El artículo revela cómo las asociaciones entre el arte, la habilidad y la masculinidad surgen y se refuerzan en la práctica del diseño. También señala las formas en que el trabajo de diseño es valorado dentro y a través de las geografías construidas de las diferencias entre Londres y las regiones, enfatizando que las masculinidades hegemónicas son reforzadas y reproducidas en referencia a las formas de entender las actividades en el lugar. PALABRAS CLAVES

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“…165-192), the role fosters innovation performance. Indeed, design literature suggests that focusing on the functional performance of products is not sufficient; innovating firms need to consider a product's emotional satisfaction and market latent needs as well (Leavy, 2010;Y. Li, Wang, X. Li, & Zhao, 2007).…”

Section: The Experience Architectmentioning

confidence: 99%

Effects of Team Structure on Innovation Performance: An Empirical Study

2013

CBR

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Teamwork is gaining increasing attention in a broader management research. In addition to previous research on the relationship between team structure and innovation performance, this study draws from an interesting experience-based theory advanced by Kelley and Littman (2005), which examines teams from design thinking perspective, and tests its contributions and effects on team's innovation performance. According to Kelley and Littman any team should include the following team roles: The anthropologist, the experimenter, the cross-pollinator, the hurdler, the collaborator, the director, the experience architect, the set designer, the storyteller, and the caregiver. We develop theoretical logics to explain how team structure that includes these key team roles and competences lead to a better innovation performance, and propose pertinent hypotheses.Experimental-empirical research and quantitative analysis were used in the study. The study conducted multiple experiments on three samples: a group of foreign entrepreneurship students, a group of technical students, and an additional group of randomly selected individuals, aged between 20 and 58, with diverse backgrounds. A special approach was implemented and a new instrument was developed to evaluate individuals in teams. While the results show that team that possess the major competences proposed by Kelley and Littman are more innovative, preliminary results also show that not all team roles are equally important. Moreover, team roles should be allocated equally among members for better collaboration, member satisfaction, and quick response, and within one team, one prevailing personality is optimal in terms of innovativeness. We discuss the implications of our findings for future research and managerial practice.

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Design thinking – a new mental model of value innovation

Cited by 102 publications

References 3 publications

Strategic Management of Design as Competitive Differential in Project Management: Scenario and Market Outlook in the Manaus City

Strategic Management of Design as Competitive Differential in Project Management: Scenario and Market Outlook in the Manaus City

‘It’s just a very male industry’: gender and work in UK design agencies

Effects of Team Structure on Innovation Performance: An Empirical Study

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