Two worlds:design relativity in the complex world

This paper proposes that there could be ‘relative’ meanings of design in organizations, according to the different national cultures in which the organizations predominantly reside, due to the different organizational vocabulary that is used in the design of a ‘complex product’. The paper suggests that under complex conditions, different meanings of design according to national cultures could influence, not only the development of an organization, but also the design of these complex products. The author contends that much research on the meaning of design and its use in design-led innovation takes a Western perspective; however this paper discusses how different national cultures influence the construction of product design and how different national cultures could influence the meaning of design in complex organizations. This is achieved by examining a case study in Samsung, which has been involved in a global dispute regarding its product design patents with Apple. This paper explores how this lens might help to understand how design-led innovation is viewed differently and how the resulting product design is influenced by national and derived organizational cultures

Understanding of large Far Eastern organizational cultures in approaches to new product development process:designing versus controlling

This paper explores how approaches to new product design can differ nationally when examining large organizational cultures between the East and the West, especially looking at different approaches in the context of ‘openness’. Currently, approaches to new product development in digital landscape have shifted to evolutionary perspectives, which embrace an ‘open’ context in the design process – ‘designing’, rather than single hierarchical and closed strategy for efficiency- ‘controlling’. This paper highlights that NPD process in Far Eastern Asia’s organizational cultures have been underlined in single hierarchical organizational cultures resulting in engineered product design under ‘controlling’, rather than ‘designing’

Examining design management in the era of digitalization from eastern and western perspectives

This thesis investigates how approaches to managing design differ nationally in new product development and design for digital technology-embedded product and service. The main aim of this thesis is, first, to understand different approaches to managing design in terms of Eastern and Western organizational cultures: second, how these differences affect actual design practices and design outcomes in increasingly complicated digital technology-embedded product development and design. Currently, design principles for digital products and services are shifting towards incrementally uncertain complexities and the role of design is becoming broader in the era of digitalization. New approaches to design management in organizations are considered in this context: more specifically, design for digital technology-embedded products and services entails generative design practices as these digital artefacts as a whole are accomplished by devising both a physical materiality and immaterial objects such as services and software with multiple design participants. Through the design process, meanings of the digital artefacts are constantly generated and recreated. For that reason, the design practices are considered about holistic approaches to embrace such generativity. In relation to this, the organizational environment needed to deal with this requires many different approaches in order to embrace the new design practices. This is concerned with enabling rather than controlling, as has been done in traditional organization environments. However, looking at actual organizational vocabularies used in design practices, there is significant inertia with organizational cultures that can harness or enable these approaches. Taking into account cross-cultural perspectives, the features of organizational vocabularies probably differ in different organizational cultures in East Asia (South Korea, Japan, and Chinese cultural background countries) and those of the West (US, UK, Finland and Netherlands) . East Asian organizations’ features are characterized as control and governance in tightly coupled and hierarchical organizational cultures, whereas Western organizations are more likely to feature enabling or even indulgence in loosely coupled cultures. These can affect actual approaches to design management in the implementation of digital innovation. A qualitative dominant-mixed method research approach is used in this research for multiple case studies: 29 design professionals, ranging from engineering and marketing to design, from across the globe participated in expert interviews in two phases of this research. Quantitative secondary data sources were investigated in support of the qualitative data sources (+150 secondary data sources: corporate documents – earnings and annual reports; and public reports on national creativity, innovation and industry ecosystems). The research findings illustrate different approaches to managing design in the East and West due to their organizational cultures: namely, the East is characterised as inflexible approaches towards completed design output, whereas the West prioritizes a flexible journey expecting design outcomes. This however causes dilemmatic conflicts in carrying out the generative design practices for creating new digital products and services within those organizations. This thesis suggests a matrix of organizational cultures for managing design and the two design management paradigms in the implementation of digital innovation in organizations: the ‘design of management’ vs. the ‘management through design’. This study provides an understanding of emergent issues about organizational environments with regards to approaches to managing design in digitalization from international and cross-cultural perspectives and will clarify the concept of the new approaches to design in digital innovation: designing. It will make a contribution to development of design management as a rigorous discipline, which can be applied to design practices for innovative organizations in the era of digitalization

Ambidexterity of design management in different approaches to digital design:review of organizational attitudes in the East and the West in new product development process

Currently, there is growing interest in shaping a digital ecosystem that embraces holistic design approaches. In the digital realm, organizational approaches to managing design are required to shift to ‘designing’ towards holistic digital design, rather than ‘design’ for a completed output. Within this context, this paper reviews how organizational cultures can impact the development of holistic product design in competitive digital landscapes. This is done by investigating different organizational cultures as reflected in large Eastern and Western organizations’ approaches to managing design in the new product development (NPD) process. Despite significances of ‘designing’ this study discovered ambidexterity aspects of digital design in NPD projects, from international organizational perspectives. The findings offer key understandings that can explain the dilemmatic relations by examining key differences of design priorities in new digital product development in the East and the West: namely the East focusing on ‘design output’; whereas the West expecting ‘design outcomes’. Based on this we propose two major scenarios that represent the different approaches to managing design by organizational cultures

Digital design in an international ecosystem:different approaches to managing design in the East and West

The role of design in the new product development (NPD) process is becoming increasingly complicated due to the complex digital landscape where multiple participants are globally involved in ‘designing’. It requires an understanding of different design approaches to digital product development in international organizational cultures. However, in design studies there has been little discussion concerning the relationship between organizational cultures and new digital product development from an international perspective. This paper proposes two design paradigms in the design management of new digital product development: the ‘design of management ’vs. the ‘management of design’ from cross-cultural perspectives -the East vs. the West. It provides insights by looking at large Eastern and Western global companies positioned in the digital industry, and by discussing the findings from interviews with experts in NPD projects. This paper provides the reader an understanding of how organizational approaches to digital product design differ between international NPD projects run by global large organizations in the East and the West

Space Identity를 위한 기업 상업공간 파사드 디자인 연구

In recent marketing circumstances we passed the days just dealt with products sales and faced Sensitivity Marketing era concluded by merchandise, corporate and brand image. Especially although corporate commercial space is the important strategy factor performing immediate satisfaction, experience, sensitive stimulation and social relationship among customers, most of the domestic firms don’t recognize its importance when looking into adopted graphic factors at spaces without consideration for a variety of space function, concept, merchandise and customer satisfaction. In addition the facade, which performs as visual information conveyance, boundaries of architecture and concluding space concept, merchandise image and incoming customer based on linkage between interior and exterior, is the important point. This research specializing the examples of facade design of corporate and brand commercial space including service, purchasing and advertising looks into reflected space identity through facade and theoretical factors for commercial space function, concept, merchandise and customers related facade design and makes alternative plans in order to make a better commercial space identity program