1991
DOI: 10.1111/j.1948-7169.1991.tb00573.x
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Managing the Form, Function, and Fit of DESIGN

Abstract: HOW A COMPANY understands and organizes design activities can have a profound impact on innovation. To conceptualize this notion, four models are defined, each of which describes how firms address the issues of form, function and fit. One of these – Cooperative Design – holds special promise for innovation because it engages managers as valuable “silent designers” responsible for integrating the many components that comprise a successful development process.

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Cited by 33 publications
(27 citation statements)
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“…The intellectual activity that produces material artefacts is no different fundamentally from the one that prescribes remedies for a sick patient" (Simon 1969). From this perspective, any manager of a system or a process is a "silent" designer (Dumas and Mintzberg 1991). Here, we consider a narrower definition in which design is the process of devising a system, component or process that does not yet exist to meet the needs of intended users (Ertas and Jones 1996).…”
Section: What Is Design?mentioning
confidence: 99%
“…The intellectual activity that produces material artefacts is no different fundamentally from the one that prescribes remedies for a sick patient" (Simon 1969). From this perspective, any manager of a system or a process is a "silent" designer (Dumas and Mintzberg 1991). Here, we consider a narrower definition in which design is the process of devising a system, component or process that does not yet exist to meet the needs of intended users (Ertas and Jones 1996).…”
Section: What Is Design?mentioning
confidence: 99%
“…The majority of studies from the 1990s suggest that market orientation is related to superior performance, sales growth, and newproduct success (Atuahene-Gima, 1995;Desphande & Farley, 1998;Han, Yun, Kim & Cho, 1998;Slater & Narver, 1994). Some authors also suggest that market orientation is a driver of innovation (Berthon, Hulbert & Pitt, 1999), or research and development activities (Frosch, 1996). However, market orientation consists not only of so-called responsive market orientation led by customers' conscious needs they are able to express, but also of so-called proactive market orientation, where we consider latent, future customer needs, the ones they are not aware of and which are crucial for developing products and services novel to the market (Slater & Narver, 1998;Bodlaj, Coenders, & Žabkar, 2012).…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…In general, design is considered an important element of marketing (Kotler & Rath, 1984;Dumas & Mitzberg, 1991;Blaich & Blaich, 1993). While the role of other functions within marketing is continuously researched and measured, it is obvious that the role of design has been neglected.…”
Section: Introductionmentioning
confidence: 99%
“…While early contributions from management scholars appeared mostly in specialized outlets (e.g. Dumas and Mintzberg 1989, 1991), more recent work investigating the practices that underlie how products are designed has been published increasingly in journals of more general orientation (e.g. Boland and Collopy 2004; Elsbach 2009; Ewenstein and Whyte 2007, 2009; Hargadon and Sutton 1997; Michlewski 2008; Rindova and Petkova 2007; Stigliani and Ravasi, forthcoming).…”
Section: Introductionmentioning
confidence: 99%