Forty Years of Research in Design Management: A Review of Literature and Directions for the Future

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

Value of design competencies within an outcomes-based education

What should we teach to the designers of the future so they can embrace complexity by developing forms that are creative and human, and consider the different aspects of life in a changing world? What are the specific learning outcomes that should be formulated in the planning of a design curriculum? What are the most important design competencies that should be considered in this process? How would design competencies add value to design education? In this paper, we intend to study the value of design competencies within an Outcomes-Based Education (OBE) curriculum framework by understanding the interconnections between design competencies and their related learning outcomes. In this order, we first determine design competencies and subcompetencies as “the proven abilities to use knowledge, skills and personal, social and/or methodological abilities, in work or study situations and in professional and personal development” (Savic & Kashef 2013, p. 990). Then we revisit the definition of design as a profession in the 21st century by a comparative analysis of designers’ perception of their own knowledge, skills and attitudes acquired through their education and applied within their design practice. Finally, we will discuss a new model of design competencies, which would enable educators to articulate practice-based learning outcomes that will in turn enhance the value of design education in the new era

Forty Years of Research in Design Management: A Review of Literature and Directions for the Future

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

Bridging Strategy from Both Business Economics and Design Sciences

Consensus on the impact of design on perfor-mance can be said to be evident at all three levels of decision-making in organizations: strategic, tac-tical, operational (Brunswicker et al. 2019; Gemser & Leenders 2001). This impact broadly assumes the following forms: • Design impact for strategy in action and customer experience • Design impact for business strategy, process, innovation, and performance • Design impact for cultural change and organization transformation Despite these revelations, precious little guidance is found in the way of forming a holistic view of the why of design science, core capabilities, theo-ries, and methods in business economics and the ultimate pertinence of the design function in any given organization. Similarly, the how, which would outline the ways in which these capacities could be built and coordinated towards the support of stra-tegic design and forward-looking decision-making processes is at best assumed, yet very rarely articulated. This issue includes both the papers from academia and professionals we received through our Call, as well as the results of a complementary survey con-ducted by the editors with Chief Design Officers. Our editorial foreword uses the model (Figure 1) as the framework for a synthesis, linking strategy in design science and strategy in business science: Part I - The vertical axis of Strategy from Vision to Mission through Value: design strategy versus cor-porate strategy, and business economics in design-driven organizations. Part II - The horizontal axis of Strategic Manage-ment and the Strategic design decision path. From design leadership and strategic positioning to busi-ness strategy and design management to strategy in action and design

Le rôle des femmes dans l’innovation au XXIe siècle. L’innovation n’est plus liée au genre masculin

Borja de Mozota Brigitte. Le rôle des femmes dans l’innovation au XXIe siècle. L’innovation n’est plus liée au genre masculin. In: Diplômées, n°240, 2012. L'avenir des femmes, avenir du monde. Est-ce toujours vrai à l’aube d’un XXIe siècle marqué par une crise mondiale ? pp. 9-10

Researching Design Education

The 1st International Symposium for Design Education Researchers took place in Paris, France on 18-19 May 2011. The Symposium was held under the auspices of the CUMULUS Association and the Design Research Society's Design Pedagogy Special Interest Group. The Symposium's overarching aim was to explore how innovation in education is informed by and is informing design research

Les compétences des designers en question : quelle alchimie

International audienceÀ l’écoute d’un groupe de designers professionnels aidés de leurs clients, nous mettons en relief la pluralité des ressources mobilisées et transformées à travers des boucles de construction de compétences. Pour autant, c’est surtout une combinaison quasi alchimique qui émerge des résultats. Le designer active des compétences qui lui sont propres, à la fois contraint et porté par la situation dans laquelle il intervient et interagit

Bridging Strategy from Both Business Economics and Design Sciences: Influence • Management • Capital

Consensus on the impact of design on perfor-mance can be said to be evident at all three levels of decision-making in organizations: strategic, tac-tical, operational (Brunswicker et al. 2019; Gemser & Leenders 2001). This impact broadly assumes the following forms: Design impact for strategy in action and customer experience Design impact for business strategy, process, innovation, and performance Design impact for cultural change and organization transformation Despite these revelations, precious little guidance is found in the way of forming a holistic view of the why of design science, core capabilities, theo-ries, and methods in business economics and the ultimate pertinence of the design function in any given organization. Similarly, the how, which would outline the ways in which these capacities could be built and coordinated towards the support of stra-tegic design and forward-looking decision-making processes is at best assumed, yet very rarely articulated. This issue includes both the papers from academia and professionals we received through our Call, as well as the results of a complementary survey con-ducted by the editors with Chief Design Officers. Our editorial foreword uses the model (Figure 1) as the framework for a synthesis, linking strategy in design science and strategy in business science: Part I - The vertical axis of Strategy from Vision to Mission through Value: design strategy versus cor-porate strategy, and business economics in design-driven organizations.Part II - The horizontal axis of Strategic Manage-ment and the Strategic design decision path. From design leadership and strategic positioning to busi-ness strategy and design management to strategy in action and design