SDRJ Special Issue: on Design Management

Strategic Design Review Journal, 2019

The field of design has broadened its scope of activity in recent years, starting with a vision focused on the design of objects for a broader perspective. New terminology is being used and concepts are stamped, often without adequate consideration of its limits. This article seeks to define conceptually two current issues in the scope of Design and Management, but are often confused: Strategic Design and Design Management and propose new thinking about these two new areas within this field of knowledge.

Strategic Design Research Journal, 2019

Defining the research in Design Management (DM) involves the intersection of two disciplines: management sciences and design sciences. We focus on design management research and summarize the diversity of the relationship between these two interdisciplinary fields through a study of the international literature published between 1977 and 2017 on the subject. Firstly, the hybrid territory of design management is defined through its keywords and their evolution; using various definitions of design management, a representation of the place of design within organizations then starts to emerge. Secondly, the analysis focuses on the five key themes of design management developed in the literature-the value of design, the methods and skills of design, the tools of design, its integration in other functions, and the theme of "better manager by design"-as well as the resulting models. Finally, this review of the literature highlights the emergence in the discourse of two complementary forces: design management and design leadership.

Conference Proceedings of the Academy for Design Innovation Management

Conflicting with heightened awareness about design's strategic role for businesses, research is lacking about methods and tools to guide designers and organizations in building strategic design management capabilities, as well as about the development of these capabilities in organizational contexts. This paper aims to provide important perspectives concerning these issues in two major ways. First, it presents the development of a new Design Management Audit Framework (DMAF) that aspires to identify and accommodate new capabilities and responsibilities that are necessary to support the changing and broadening context and roles of design. Then, the paper discusses the triggers, enablers and challenges in moving from design management to strategic design management practices in organizational contexts, based on the results of 3 in-depth case studies, which have utilized the new Design Management Audit Framework to carry out a comprehensive design management audit process inside th...

Revista D.: Design, Educação, Sociedade e Sustentabilidade., 2015

In 1965, the need for design management as project management was voiced at a time when new forms of consumerism became affordable for the masses. However, in an environment of disruptive change, in which "age of less" consumption is propagated, when digital technologies allow for new business models and distribution channels without intermediaries, design as a company resource can also become "sticky". Today, firms have to continuously absorb new knowledge and quickly socialize it throughout the company. Design management may need to lead the way towards more dynamic ways of doing business. Furthermore, design management may have to venture strongly into the entrepreneurial side of business, recognizing, evaluating, and exploiting new business opportunities. This conceptual paper will look at three different modes of design management: simple design management or the management of design activities within organizations; integrated design management or the coordination of all relevant design activities within a firm across all company levels; and dynamic design management, which builds on the dynamic capability concept. In addition, this paper will raise the question of whether there should be a fourth mode, building on the basics of entrepreneurship, called "entrepreneurial design management".

Strategic Design Research Journal

This work presents a systematic review of the Design Management research in the whole country of Brazil. Focusing on existent research groups, it sought to characterize a current design management research scenario. To do so, a systematic review was done considering the design management groups registered at National Council of Scientific Development-CNPq. As result, it was found 53 research groups located in thirteen Brazilian Federal States working with nine different research themes. The results made possible to discuss the group's geographical distribution, the progress of the studies, the growth of the groups over time. It also suggests, towards the advancement in the area, the creation of a research network.

Proceedings IGLC, 1998

We propose an agenda for design management research. That agenda is based on a new conceptual foundation for operations management. Design processes can be conceived in at least three different ways: (1) as a process of converting inputs to outputs, (2) as a flow of materials and information through time and space, and (3) as a process of generating value for customers. All three conceptions are appropriate and necessary. However, the conversion model has been dominant in the AEC (architectural/engineering/construction) industry until very recently. We review current thinking and practice of design management, suggest fundamental hypotheses, then propose an agenda for design management research based on those hypotheses.

Conference Proceedings of the Design Management Academy (Vol. 3, pp. 1019-1041), 2017

Conflicting with heightened awareness about design's strategic role for businesses, research is lacking about methods and tools to guide designers and organizations in building strategic design management capabilities, as well as about the development of these capabilities in organizational contexts. This paper aims to provide important perspectives concerning these issues in two major ways. First, it presents the development of a new Design Management Audit Framework (DMAF) that aspires to identify and accommodate new capabilities and responsibilities that are necessary to support the changing and broadening context and roles of design. Then, the paper discusses the triggers, enablers and challenges in moving from design management to strategic design management practices in organizational contexts, based on the results of 3 in-depth case studies, which have utilized the new Design Management Audit Framework to carry out a comprehensive design management audit process inside these organizations.

Based on a literature survey of the development of concepts supplemented by a selective literature review for the years 2000 to 2010, this article aims to trace the dynamic development of the field of design management -a cross-disciplinary research field seeking to establish itself in its own right. The framework of this research is evolutionary theory, and our analysis are based on two prime design management journals followed by a comparative review two adjunct journals The Design Journal and Creativity and Innovation Management. The challenge is to avoid being overwhelmed by the established paradigms and logics dominating the field of management research. As far as this limited study of adjunct journals indicates, design management as a field of study has not yet been able to acquire attention outside the design research community.

Design Management Journal, 2009