Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm

Townson, Peter; Matthews, Judy; Wrigley, Cara

doi:10.22215/timreview997

Cited by 3 publications

(1 citation statement)

References 8 publications

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“…These capabilities are later built upon in Table 2. Wrigley identifies these capabilities by analyzing the research outputs from contexts such as aged care (Nusem, Wrigley, & Matthews, 2017a, 2017b, manufacturing (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining (Townson, Matthews, & Wrigley, 2016), collaborative consumption (Garrett, Straker, & Wrigley, 2017), and the automotive industry (Bryant & Wrigley, 2014). The design-led process undertaken by these studies is outlined in Wrigley (2017), as are the DLI principles and practices used to guide this process (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining, collaborative consumption, and the automotive industry.…”

Section: Literature Reviewmentioning

confidence: 99%

The design movement: Two case studies from the edge of the discipline

Price

Straker

2017

The Design Journal

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Abstract:As the boundaries of the design profession expand so must the research paradigms scaffolding them. This paper explores two trans-disciplinary PhD research projects -both broadly aimed at exploring design value in business. The first case study reports on the implementation of the design-led innovation within an airport corporation. The second case study reports on the development of an emotional business model. Each case study involved a designer, become researcher, working within industry to formulate, test and evaluate the changing role of their own design practice. The outcome of this paper is a proposition that the next phase of design will see more hybrid design capability required, such these two 'Design Innovation Catalysts' in order to provide value to industry and academia alike. The unique capabilities of such a new hybrid design catalyst are presented through the case study comparison, providing implications for future research directions aligning to the design movement.

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Section: Literature Reviewmentioning

confidence: 99%

The design movement: Two case studies from the edge of the discipline

Price

Straker

2017

The Design Journal

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Creating Value on the Inside: Design‐Driven Innovation to Create New Meanings for Internal Stakeholders

Hayhurst,

Haats

2024

Design Management Journal

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Design‐driven innovation (DDI) is an approach to innovation that focuses on creating new meanings for the products and services a company offers. DDI differs from other forms of innovation, which are typically more so driven by the development of breakthrough technologies or on addressing current market needs. It is argued that DDI is an effective approach to creating value and promoting the growth of a company. Research regarding DDI has largely focused on the outcomes for end‐users or overall company growth. While these outcomes are important, a lot goes on behind the scenes to successfully deliver them. Internal stakeholders such as managers and employees are responsible for delivering these outcomes, and research regarding value creation for them is currently limited. This paper serves as a starting point for further research by presenting a critical literature review that investigates how DDI could be a catalyst for innovation and growth through the creation of new meanings for internal stakeholders involved in the development of products and services. The result of this literature review is the identification of possible areas for intervention and a proposal for further primary research.

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Action researcher to design innovation catalyst: Building design capability from within

2018

Self Cite

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Design as a creative way of framing and solving problems is considered an essential business capability in an innovation era. Organizations with design capability can improve the lives of their customers, stakeholders and employees by creating valuable products, services and experiences. Design-led innovation is a framework that assists organizations to develop design capability for creating a better future as well as profitability. However, implementing design-led innovation requires support. This article presents insights from an action research extended to design innovation catalyst. The catalyst's aim was to facilitate implementation of design-led innovation in an Australian Airport Corporation to develop design capability. To date, this extended role of action researcher as design innovation catalyst has received limited attention. Therefore, the purpose of this paper is to present insights from the experience of the action researcher as a design innovation catalyst. This paper contributes conceptual and practical insight into the research design, action research cycles and critical reflection of an action researcher operating as design innovation catalyst.

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Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm

Cited by 3 publications

References 8 publications

The design movement: Two case studies from the edge of the discipline

The design movement: Two case studies from the edge of the discipline

Creating Value on the Inside: Design‐Driven Innovation to Create New Meanings for Internal Stakeholders

Action researcher to design innovation catalyst: Building design capability from within

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