Design Management Journal最新文献

C-K theory is about design creativity & innovation. Operational theory is about optimization and efficiency. C-K theory is about the search for the new in the unknown. Operational theory is about squeezing out inefficiency in the known. C-K theory works best under low pressure whereas operational theory works best under high pressure. C-K theory provides a framework for an exploration of a metaphorically unknown jungle whereas operational theory provides the procedures for traveling by public transport.

This paper addresses the challenging situation of applying design creativity within tightly organized operational processes. Processes are tightly woven organizational routines which resemble the parasympathetic system of our digestion that proceeds autonomously. How can we break in and make room for design creativity?

From a situational perspective on C-K theory, we then look at the theory of organizational routines. What are they and how are they created? These thoughts form the prelude to an exploration of the possible inclusion forces of routines, the forces that keep people within the behavior of the routines. Along the lines of a Deweyan inquiry, we look for integration of these elements to ultimately arrive at a proposal for resolution. Not easy, but fundamental.

Industry demands that graduates excel in their academic disciplines while creatively solving problems and challenges across various contexts, while collaborating effectively as part of a multidisciplinary team. This paper reflects on key learnings and implications from delivery of an innovative and novel “year-out” multidisciplinary design education programme for third-year undergraduate students from multiple disciplinary backgrounds. The programme's core aim was to facilitate learning and application of a range of design tools and methods, while concurrently allowing students to apply knowledge and skills from their home disciplines. Bringing together students from a range of disciplines helped to create novel solutions to complex problems while fostering critical thinking, creativity, adaptability, communication and collaboration – key skills for graduate employability. This paper derives and interrogates key learnings associated with two years of programme delivery. With a focus on pedagogical approaches through the lens of Threshold Concepts, we provide recommendations that support students to develop their own agency, to make this transition possible.

The rapid integration of artificial intelligence (AI) like ChatGPT into educational settings has irreversibly transformed teaching and learning paradigms. Recognizing that conventional instructional methods may fall short in equipping students with essential skills, this paper advocates for a shift towards experiential learning through service-learning (SL) and problem-based learning (PBL) in design education. These pedagogies, which promote intellectual growth and hands-on experience, are critical for students' career readiness and provide valuable real-world client engagement. Despite enthusiasm, incorporating SL and PBL faces significant hurdles, including a lack of educator training, resources, and structural support, coupled with the complexities of establishing partnerships, particularly affecting small businesses and disenfranchised entities. This research delves into the experiential learning landscape, examining successes and identifying skills gaps impacting educators and students. The findings, based on various design schools within a single university, assess challenges of integrating SL and PBL into design curricula and propose solutions to mitigate these barriers. Aiming to forge a stronger bridge between research, business, and academia, this paper underscores the necessity of preparing students for the 21st century's demands. Through this exploration, it contributes to the discourse on experiential learning within design education, enhancing the overall quality and relevance of student learning experiences.

Several international reports and studies indicate that the Communication Design sector has a skill deficit in entrepreneurship and business management, and a greater understanding of these topics is needed. Some authors advocate applying existing business models for design enterprises. However, the skill deficit prevails. It is worth noting that these reports discuss the entrepreneurship deficit in general terms without an explanation of the causes of this deficit or how to remedy the issue. Therefore, this paper explores the development of a Business Model specific for Design Entrepreneurs for deployment in Communication Design enterprises.

A theoretical framework for a specific business model for design entrepreneurs for application in their enterprises was developed by assessing the literature in the field, in which a previously unidentified connection between the themes of design and the entrepreneurship process was identified. This review evaluated themes for their applicability in a business model for design enterprises. This hypothesis was tested and evaluated through this study's primary phenomenological research, conducted through semi-structured interviews with prominent and successful design entrepreneurs. Thematic analysis methods guided the research findings. The data analysis identified various themes that emerged from interviews. These themes helped further develop the theoretical framework and iterate a proposed entrepreneurship model applicable to design entrepreneurs. This proposed entrepreneurship model better explains the entrepreneurship process from the point of view of designers, meaning that the model is relevant and valuable to the sector.

This paper contributes to the academic knowledge of entrepreneurship by developing a framework for a business model, specifically for design entrepreneurs in the Communication Design sector. In addition, it proposes a thematic relationship between entrepreneurship and design processes, a connection that has not been explored in the literature before. This novel perspective enriches the academic discourse on entrepreneurship and design, offering new avenues for research and understanding.

This paper explores how design can be used as a process of enquiry in climate research in collaboration with climate scientists. The research discusses the value of design in navigating the complexities of transdisciplinary climate research by engaging with the mess and researching everyday climate actions.

The ordinary can be described as the realm of social life where the repetition of daily cycles that we learn is eventually taken for granted. Climate actions that are situated in this ordinary are vital to delivering larger-scale transformations and achieving carbon reductions. However, climate scientists across disciplines often overlook the importance of engaging with the messiness of such climate initiatives – such as understanding how ordinary climate initiatives emerge, impact a place, and move across contexts. As a result, academics and policymakers tend to focus on global and high-tech responses to climate issues. However, by shifting our focus on the mundane, we can research and present situated perspectives of climate actions that are crucial to achieving carbon emission reductions and improving resilience to the impact of climate change at different scales.

This paper presents theoretical grounding for design to be used as an integral part of ‘ordinary’ climate research.

Many approaches to innovation are active in the health sector, the majority derived from the world of quality improvement. While these methods are potent and can yield significant results, when used in healthcare they frequently concentrate on individual patient pathways or specific components of a healthcare system - yet many of the challenges in healthcare are associated with patient and staff experiences and the poor interfaces between different parts of a service.

In the conventional quality improvement (QI) toolbox there are relatively few methods that support exploration of these more holistic challenges. Design and systems thinking, however, have much to offer. Design thinking has methods and frameworks that put the user at the centre, encourage divergent and convergent thinking, promote early prototyping & iteration and support collaboration through visualisation. Systems thinking helps map the complex connections and relationships between different actors and elements within a system, it explores flows & feedback loops and encourages looking at the system in its entirety from the perspectives of events, trends, connections and mindsets.

To translate design and systems thinking into action, healthcare professionals need design and systems methods that are framed around their very particular challenges, are described in the vocabulary of health and complement existing paradigms of quality improvement.

This paper describes how a Patient Ecosystem Mapping methodology has been developed that enables a healthcare team to build a ‘London Underground’ style map of the patient pathways within which they work and then use this to reflect on potential improvements. The principles of the mapping process are described.

Examples of how the Patient Ecosystem Mapping methodology has been used on various projects and Scotland and Northern Ireland are described. The maps have acted as Boundary Objects, breaking down silos and empowering teams to take ownership of their areas of healthcare. The way different frameworks from systems thinking, such as the iceberg model, have been used to help review the maps is also described.

The work is a case study in how design and systems thinking principles can be integrated into a working method with real world value. The work is also a case study in how non-design professionals (from healthcare) can be upskilled in design approaches.

Cultural tourism is a fast-growing segment in the tourism industry and is estimated to be around 40% of the tourist segments globally. After COVID-19, this has come back with renewed force. Regional attractions such as experience centers, museums, event developers, city developers, tourism offices, and so forth need to work together to create enough “reason-to-go” and subsequent “reason-to-stay” experiential qualities in their tourism service value propositions.

Through two larger cultural tourism case projects, we investigate how one can bring ecosystem tourism stakeholders together through codesign tangible methods to ideate on cross-locational experiential service value propositions and what opportunities and difficulties seem to emerge through this. In the first project, three regional museums and a tourism destination office worked together to find shared themes and connected stories. In the second project, seven Second World War museums, three tourism offices, and design developers collaborated to extract three experiential journeys that visitors could follow.

We illustrate how a series of codesign interventions can engage a cross-disciplinary circle of stakeholders and lead to novel insights and shared understandings, establish common ground, and generate ideas with potential. In addition, we analyze the use and effect of introducing codesign methods that can support the development of shared themes and stories attracting visitors and international tourists. Through observations, video recordings, and interaction analysis, we outline both the opportunities and difficulties found in these collaborations.

The opportunities point to the possibilities in providing an attractive offering through a series of connected stories that involve the value chain of travel, food, and accommodation providers and in training the front personnel to guide to the next places. The difficulties point to issues such as the gap between stories as marketing and the stories as they are experienced on location and the difficulty in aligning practices according to a central story line and overall service value proposition across various distances and time.

From the perspective of experiential service design, the results have theoretical implications because a holistic service flows through cross-locational and cross-organizational touchpoints while the practical implications also point to the development of ecosystems of tourism actors working closely together.

With various types of mobile service robots gradually taking their place in our homes and public spaces, robot designs are diversifying to address a wide range of tasks and usage contexts. While research on robot morphology within human-robot interaction (HRI) has primarily focused on anthropomorphic design, studies on robot appearance and human perception yield conflicting findings regarding the effect of anthropomorphism and the desired level of human-likeness across contexts. This study hypothesizes that the optimal level of human-likeness varies depending on the nature of the context. By exploring the design of mobile service robots across three different service contexts - restaurants, supermarkets, and delivery services - this study examines the relationship between usage context, perceived capabilities, and the desired level of human-likeness. Generative image artificial intelligence (AI) tools were employed to facilitate the development of design variations and their visualization in context as photorealistic renderings. A total of nine renderings were created and presented in an online survey, from which 36 responses were collected and analyzed. The survey results indicate a preference for low-level human-likeness for robots in supermarket and delivery contexts. However, the restaurant context had mixed results, exhibiting no clear preference for a certain human-likeness level.

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.