How design can improve company performance

Emphasising design and including designers in product development teams contributes to new product success. Likewise, involving designers in developing websites and corporate visual identity helps to improve firm image. When taken together this can contribute to improved company performance. These are the main findings of research conducted in a survey of nearly 400 managers in Dutch firms from both manufacturing and service sectors

Effects of experience and opponents on pacing behavior and 2-km cycling performance of novice youths

Purpose: To study the pacing behavior and performance of novice youth exercisers in a controlled laboratory setting. Method: Ten healthy participants (seven male, three female, 15.8 ± 1.0 years) completed four, 2-km trials on a Velotron cycling ergometer. Visit 1 was a familiarization trial. Visits 2 to 4 involved the following conditions, in randomized order: no opponent (NO), a virtual opponent (starting slow and finishing fast) (OP-SLOWFAST), and a virtual opponent (starting fast and finishing slow) (OP-FASTSLOW). Repeated measurement ANOVAs (p < .05) were used to examine differences in both pacing behavior and also performance related to power output, finishing- and split times, and RPE between the four successive visits and the three conditions. Expected performance outcome was measured using a questionnaire. Results: Power output increased (F3,27 = 5.651, p = .004, η2p = .386) and finishing time decreased (F3,27 = 9.972, p .05). Conclusion: Performance was improved by an increase in experience after one visit, parallel with the ability to anticipate future workload

Exploration and exploitation activities for design innovation

This paper focuses on design innovation: that is, the development of products that are new in terms of products’ appearance, the emotions products evoke, and/or the way they enable customers to express their identity. Although prior research acknowledges the importance of design innovation for product and organisational performance, studies on how to manage design innovation are relatively scarce. The present study attempts to fill this gap by investigating design innovation and its management in terms of the degree of exploration and exploitation activities and designers’ decision freedom when developing new offerings. We collected data on projects in which external design consultancies were actively involved during the development process (n = 83). For each project, we surveyed both the external senior designer a

Entrepreneurial ways of designing and designerly ways of entrepreneuring: Exploring the relationship between design thinking and effectuation theory

[Article updated 06 August 2021 after first online publication: Typographical error in a few citations were corrected in this version.].Scholars have suggested that design thinking and effectuation theory may enrich each other. However, to date, we lack deeper theorizing and empirical evidence to further advance this valuable discourse for the benefit of innovation management. Our qualitative study draws on 41 in-depth interviews with Australian designer-founders, with the aim to provide a theoretical perspective on and empirical insights into the relationship between the behavioral practices of design thinking and the cognitive principles of effectuation. The contributions are twofold. First, our study explains how design thinking practices enable designer-founders to enact the cognitive principles of effectuation. Uncovering these “entrepreneurial ways of designing” provides an explanation for the effectiveness of design thinking for entrepreneurial innovation and new venture creation. Second, our study sheds light on the ways in which designer-founders interpret effectuation principles through the professional values and norms embodied in design thinking. These “designerly ways of entrepreneuring” resemble particular, normative interpretations of effectual action. By doing so, our study offers empirical substantiation and theoretical elaboration of the ways in which design thinking functions as an approach for entrepreneurial innovation and new venture creation. Through shedding light on the “entrepreneurial ways of designing” and “designerly ways of entrepreneuring” exhibited by designer-founders, our research reveals the reciprocal relationship between design thinking and effectuation theory.Nico Florian Klenner, Gerda Gemser, Ingo Oswald Karpe

Design of a Tennis-Specific Agility Test (TAT) for Monitoring Tennis Players

Agility is an important ability for tennis players. To be successful in the rallies, players must perform rapid, multidirectional movements in response to the ball and/or the position of the opponent. For a test to be representative in monitoring agility performance, it should capture a combination of the physical and cognitive agility performance. Considering that literature reports no reliable and valid sport-specific agility test for tennis, the aim of this article was to design and evaluate the measurement properties of a Tennis-specific Agility Test (TAT). To evaluate the TAT, test-retest reliability, concurrent validity, and feasibility were assessed. For reproducibility, a two-way mixed ANOVA was performed. Concurrent validity was assessed using Pearson correlations. A total of 69 tennis players participated in this study of whom 16 competed at the international (22 ± 3.7 years, playing level (Dynamic Rating System): .8 ± .3), 43 at the national (14 ± 1.4 years, playing level: 4.6 ± 1.4), and 10 at the regional level (15 ± 0.8 years, playing level: 4.9 ± 1.1). Test-retest reliability was found to be moderate with an Intra-Class Correlation coefficient (ICC) of .74 (p < .01) and a percentual minimal detectable change (%MDC) of 6.2%. Concurrent validity was found to be moderate by comparison with a recognised agility test, the Spider Drill, which measures only the physical component (.70; p < .01), and by comparison with tennis performance for both boys (r = .67; p < .01) and girls (r = .72; p < .01). The feasibility was high with short time for preparation (five to ten minutes) and time per participant (<5 minutes). In conclusion, the TAT shows promising results for assessing sport-specific agility performance in tennis making it likely to be used in the practical setting

Managing by design

This editorial written by myself and Marc Gruber of EPFL. It explores the role of design thinking in the management of large organisations, and focuses on how design principles can be applied to the design of the workplace and the nature of work itself. As Head of Service Design at the RCA, my contribution is on how to apply design thinking methods for managers and the 6 key elements described in this approach In the last decade the importance of design and the value of design thinking as a tool for innovation has been recognized by both business and government. Design has become a strategic tool for business helping to translate technological innovation into user value, connecting with consumer needs and creating compelling product and service experiences that create new business value. In this paper we consider a further application of design thinking by considering how managers can apply it to the design of the workplace experience. Many enterprises, especially those in the knowledge economy, are defined by their human resources and their capacity to attract and retain talent. In this competitive environment the design of the employee experience and the services that support them and enable them to deliver value to the clients and colleagues, is a key differentiator. Applying design thinking to the design of work itself, the systems that support it, and the physical and virtual environments in which it takes place can help business and organizational leaders to attract and retain top talent, as well as to enhance productivity and operational effectiveness. In this paper we explore the key factors and principles by which leaders and managers can apply design thinking to transform the workplace experience and we propose 6 key elements for managers to enable that transformation and enhance social capital and business and organisational performance

Penalty Corner Routines in Elite Women’s Indoor Field Hockey: Prediction of Outcomes based on Tactical Decisions

Indoor hockey is a highly competitive international sport, yet no research to date has investigated the key actions within this sport. As with outdoor field hockey, penalty corners represent one of the most likely situations in which goals can be scored. All 36 matches of the round-robin phase of the 2010-2011 England Hockey League Women’s Premier Division ‘Super Sixes’ competition were analysed with the purpose of establishing which factors can predict the scoring of a goal using Binary Logistic Regression analysis. Seventy two (22.6%) of the 319 observed penalty corners resulted in a goal. The strongest predictor of scoring a goal was taking the penalty corner from the goalkeeper’s right. Based on the odds ratio (OR), the odds of the attacking team scoring were 2.27 (CI = 1.41 - 3.65) times higher with penalty corners taken from the goalkeeper’s right as opposed to the left. Additionally, if the goalkeeper decided to rush to the edge of the circle, the odds of the attacking team failing to score were 2.19 (CI = 1.18 - 4.08) times higher compared to when the goalkeeper remained near the goal line. These results suggest that strategic decisions from the players and coaches have an important part to play in the success of penalty corners. Future research should investigate the impact of goalkeepers’ movement and further examine the technical and tactical intricacies of penalty corners

The effects of having more than one good reputation on distributor investments in the film industry

Reputations of organizations and its individual members are valuable resources that help new organizations to get access to investment capital. Reputations, however, can have different dimensions. In this paper, we argue that an individual’s reputation along a particular dimension will have a positive effect on the behavior of investors when it is role congruent. In addition, we argue that also scoring favorably on the role-incongruent dimension at the same time—or, in other words, engaging in reputational category spanning—will weaken the positive effect of the role-congruent reputation. Our empirical setting is the film industry where we study the effect of the two main dimensions of reputation in cultural industries, artistic and commercial, of both directors and producers on the size of the investment by distributors. In this study, artistic reputation is based on professional critics’ reviews and commercial reputation on box office performance of the films in which individuals were involved in the past. We find that the commercial reputation of a film producer based on past box office performance has a positive effect on the size of the investment by film distributors. In addition, we find that directors who at the same time combine both a favorable commercial as well as an artistic reputation actually receive a lower investment from film distributors