Driving Toward User‐Centered Engineering in Automotive Design

Bryant, Scott T.; Wrigley, Cara

doi:10.1111/dmj.12007

Cited by 12 publications

(10 citation statements)

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“…Design-led innovation (DLI) as a field demonstrates how the role of the designer changing from working in isolation to a broader role within an organisation. The DLI framework originally documented by Matthews, Bucolo and Wrigley (2012), builds upon Kolb (1984), Owen (1998), andBeckman andBarry (2007) frameworks and applies the underlying capabilities of design thinking, such as a user needs approach (empathy) not only to the end-user (or consumer) but to partners' and stakeholders' needs also. DLI also extends the reach of design thinking from a firm's cultural philosophy, to an executable, future-driven process with the potential to drive top line growth and develop a future competitive advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

“…These capabilities are later built upon in Table 2. Wrigley identifies these capabilities by analyzing the research outputs from contexts such as aged care (Nusem, Wrigley, & Matthews, 2017a, 2017b, manufacturing (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining (Townson, Matthews, & Wrigley, 2016), collaborative consumption (Garrett, Straker, & Wrigley, 2017), and the automotive industry (Bryant & Wrigley, 2014). The design-led process undertaken by these studies is outlined in Wrigley (2017), as are the DLI principles and practices used to guide this process (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining, collaborative consumption, and the automotive industry.…”

Section: Literature Reviewmentioning

confidence: 99%

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The design movement: Two case studies from the edge of the discipline

Price

Straker

2017

The Design Journal

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Abstract:As the boundaries of the design profession expand so must the research paradigms scaffolding them. This paper explores two trans-disciplinary PhD research projects -both broadly aimed at exploring design value in business. The first case study reports on the implementation of the design-led innovation within an airport corporation. The second case study reports on the development of an emotional business model. Each case study involved a designer, become researcher, working within industry to formulate, test and evaluate the changing role of their own design practice. The outcome of this paper is a proposition that the next phase of design will see more hybrid design capability required, such these two 'Design Innovation Catalysts' in order to provide value to industry and academia alike. The unique capabilities of such a new hybrid design catalyst are presented through the case study comparison, providing implications for future research directions aligning to the design movement.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

The design movement: Two case studies from the edge of the discipline

Price

Straker

2017

The Design Journal

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“…The purpose of this paper is to explore the extended role of action researcher as design innovation catalyst. To date this extended role has been utilized in numerous studies seeking to build design capability in organizations, and in such contexts as aged care (Nusem, Wrigley, & Matthews, 2017), manufacturing (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining (Townson, Matthews, & Wrigley, 2016), collaborative consumption (Garrett, Straker, & Wrigley, 2017), and the automotive industry (Bryant & Wrigley, 2014). These studies involved partnerships between action researchers as design innovation catalysts and Australian small to medium enterprises that were facing respective innovation challenges.…”

Section: Introductionmentioning

confidence: 99%

Action researcher to design innovation catalyst: Building design capability from within

2018

Self Cite

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Design as a creative way of framing and solving problems is considered an essential business capability in an innovation era. Organizations with design capability can improve the lives of their customers, stakeholders and employees by creating valuable products, services and experiences. Design-led innovation is a framework that assists organizations to develop design capability for creating a better future as well as profitability. However, implementing design-led innovation requires support. This article presents insights from an action research extended to design innovation catalyst. The catalyst's aim was to facilitate implementation of design-led innovation in an Australian Airport Corporation to develop design capability. To date, this extended role of action researcher as design innovation catalyst has received limited attention. Therefore, the purpose of this paper is to present insights from the experience of the action researcher as a design innovation catalyst. This paper contributes conceptual and practical insight into the research design, action research cycles and critical reflection of an action researcher operating as design innovation catalyst.

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“…The automotive industry is a lucrative but highly competitive industry with more than 50 major manufacturers worldwide [1]. Thus, automotive manufacturers must quickly propose new products that meet end-users' needs to retain their share of sales in a contracting market.…”

Section: Introductionmentioning

confidence: 99%