Brigitte Borja de Mozota, Designence, France
Ki-Young Nam, KAIST, South Korea
*Fabiane Wolff, UniRitter I Laureate International Universities, Brazil
* contact: firstname.lastname@example.org
Our complex present environment calls for new talents and skills of contemporary managers such as creativity, critical thinking attitude, agile and open innovation, focus on engagement and empowerment. The recent buzz of “Design Thinking” (IDEO) used in management as a creative tool is a good example of the interest being pertinent for leaders and decision makers.
Understanding designerly ways of thinking becomes more and more strategic for leadership. And, design managers have to adapt to this new context of the increased importance of Designers skills in Management Science.
Based on Chris Argyris theoretical model (1976) on change management and on Claudia Acklin’s absorption model (2013) and on new business models in digital economy, we develop insights for a new double loop perspective of Design Management practice and indicators thorough a new theoretical model (Wolff, Capra, Dutra, Borja de Mozota, 2016) for Design Management appropriation and knowledge building that seeks to:
- (i) understand the design management not only through the company economic performance, but also through the performance of DM processes to build up change in organizational knowledge
- (ii) understand how companies learn and absorb design knowledge through design experience beyond the design department (Design Thinking workshop)
- (iii) explore how this can directly influence how companies manages design. Therefore, in the end, giving a vision of design management as a continuous double loop, never ending, process.
So, in this sub theme we propose to discuss on how companies and designers learn and mature their DM procedures, and absorb new ways of doing design and of integrating design in managers contemporary challenges.
We welcome in this track contribution and improvement on discussing and developing Design Management as a double loop learning process, both qualitative and quantitative research, as well as case studies.
Further, we welcome contributions looking into different needs in learning and absorbing design management knowledge. With the following objectives:
- Embracing design knowledge through Innovative Human Resources Management
- Providing evidence of the pertinence of adopting a “user oriented design process “for design management learning in order to fit the needs of different users and evidence for user-centred approach to DM knowledge learning from different stakeholder groups’ viewpoints
- Exploring the adoption of a “user centred design approach” for Design management knowledge adoption model
- Researching on how to foster the appropriation of designers’ skills and knowledge for helping the adoption of new behaviours of contemporary managers: agile, creative, open, critical
- Leveraging Designers’ knowledge in contemporary business for building collective intelligence and new organizations models
- Stimulating international discussion about design management knowledge learning
- Gathering further evidence of DM learning and absorption process and on the development of design maturity of companies.
Argyris, C.. (1976). Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, 21(3), 363–375. doi:10.2307/2391848
Acklin, C., (2013). Design management absorption model: A framework to describe and measure the absorption process of design knowledge by SMEs with little or no prior design experience. Creativity and Innovation Management, 22(2), 147–160. doi: 10.1111/caim.12022
Backes, B. & Wolff, F. (2016, July, 28-29). Design management and maturity: An analysis of the publications of DMI Review. Paper presented at The 20th DMI: Academic Design Management Conference, Boston. Boston: Design Management Institute.
Borja de Mozota, B. (2011). Design strategic value revisited: A dynamic theory for design as organizational function In Rachel Cooper, Sabine Junginger and Thomas Lockwood (Ed.), Handbook on Design Management (pp. 276–293) London: Bloomsbury.
Borja de Mozota, B.; Kim, B. Y.. (2009). Managing design as a core competency: Lessons from Korea. Design Management Review, 20(2), 66–76.
Cohen, W. M.; Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128. doi: 0.2307/2393553
Kim, G, Nam, K & Borja de Mozota, B. (2016, July, 28–29). A taxonomic structure of target users for design management knowledge learning in academia. Paper presented at The 20th DMI: Academic Design Management Conference, Boston. Boston: Design Management Institute.
Nonaka, I.; Takeuchi, H.. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford: Oxford University Press.
Westcott, M. et al. (2013). The DMI design value scorecard: A new design measurement and management model. Design Management Review, 24(4), 10–16.
Wolff, F. & Amaral, F. G. (2008, April). Toward a Brazilian scale to measure performance by design management: two case studies. Paper presented at The International DMI Education Conference, Design Thinking: New Challenges for Designers, Managers and Organizations, Paris. Boston: Design Management Institute.
Wolff, F.; Capra, A.; Dutra, F. & Borja de Mozota, B. (2016, July, 28–29). Double-loop design management model. Paper presented at The 20th DMI: Academic Design Management Conference, Boston. Boston: Design Management Institute.