Managing external design professionals in the product development process

Bruce, Margaret; Morris, Barny

doi:10.1016/0166-4972(94)90045-0

Cited by 20 publications

(55 citation statements)

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“…Essa contratação de serviços abrange tanto consultorias técnicas quanto estratégicas e pode ocorrer em diferentes formatos, alinhados às diretrizes estratégicas da empresa contratante: designers empregados, consultorias de design externas ou uma combinação entre as duas modalidades (BRUCE, MORRIS, 1994;MOZOTA et al, 2011).…”

Section: A Empresa Clienteunclassified

Manda Quem Pode, Obedece Quem Tem Juízo: Reflexões Em Busca Do Equilíbrio Entre Autoridade E Autoria Em Serviços De Design

Lesnovski¹,

Costa²

2016

Blucher Design Proceedings

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Resumo:As relações entre clientes e consultorias de design são, frequentemente, marcadas por conflitos originários de um sistema de pressões e cessões entre todos os atores do processo. Ao se procurar compreender a dinâmica entre essas organizações, representada pelas pessoas que as compõem, é possível visualizar dois eixos relacionais: autoridade-subserviência e mecenato-autoria. Ambos os eixos, ao terem seus elementos de poder combinados, geram um binário de autoridade e autoria, polos de poder que regulariam a dinâmica entre cliente e consultoria de design. Este artigo se lança à exploração de referenciais teóricos para uma análise do tema através das lentes do design estratégico, em busca de modelos que colaborem para a reflexão e melhoria dessas relações. O percurso realizado apontou para a emergência de três eixos de discussão: o designer como facilitador, provocador e integrador; a relação cliente-fornecedor como coletivos que projetam e o design discourse e as redes de projeto. Os achados apontam a existência de elementos consistentes para tanto uma discussão sobre as relações de trabalho nos vários domínios do design quanto o fomento a uma visão mais consciente das limitações e cristalização de posições dos papéis corporativos dos atores envolvidos no processo. Palavras

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Section: A Empresa Clienteunclassified

Manda Quem Pode, Obedece Quem Tem Juízo: Reflexões Em Busca Do Equilíbrio Entre Autoridade E Autoria Em Serviços De Design

Lesnovski¹,

Costa²

2016

Blucher Design Proceedings

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“…-Design understood as a central resource (Bruce and Morris, 1994;Ravasi and Lojacono, 2005); -Design reflecting corporate values (Olson et al, 1998); -Design directing strategic renewal (Ravasi and Lojacono, 2005). The identification of competencies described in this study make explicit what competencies are necessary to be developed and stimulated for the occurrence of design management in organizations.…”

Section: Essential Competencies (Core Competencies)mentioning

confidence: 99%

“…Other studies add to the core competencies, relating aspects such as specific context (Bonjour and Micaelli, 2010), design understood as a central resource (Ravasi and Lojacono, 2005;Bruce and Morris, 1994), the integration of all the capabilities of organizations for the production of a core competency in design (Bonjour and Micaelli, 2010). Crawford (2005) asserts that competence is not an isolated single construct.…”

Section: Characterization Of the Competenciesmentioning

confidence: 99%

“…Organizational competencies are associated with: organizational knowledge embedded in routines, processes, and practices (Bertola and Teixeira, 2003;Capaldo, 2007), design understood as a multifunctional activity (Bertola and Teixeira, 2003) and as a central activity (Ravasi and Lojacono, 2005;Bruce and Morris, 1994), the ability to allocate and coordinate competencies (Boucher et al, 2007), the ability to encode, transfer and deploy tacit knowledge (Subramanian and Venkatraman, 2001), providing management support and feedback on the results available to the teams, good practice (Lauche, 2005) and organizational capacity for design (Mutanen, 2008;Ravasi and Stigliani, 2012), design reflecting corporate values (Olson, et al, 1998) and guiding strategic renewal (Ravasi and Lojacono, 2005), development of the culture of constant learning (Riel et al, 2010), path-creating and resource creating process (Ahuja and Katila, 2004); organizational alliances, creation of value (Capaldo, 2007), structure with good information and an existing culture of common values and terms (Osterlund and Loven, 2005), organizational culture (Brown, 2006;Moultrie et al, 2007), developing internal capabilities of the firm coupled with entrepreneurial orientation (Chaston and Sadler-Smith, 2011), and construction of a project memory oriented by the characterization of the competencies (Belkadi et al, 2007).…”

Section: Characterization Of the Competenciesmentioning

confidence: 99%

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Classification of competencies in design management: Individual, collective and organizational levels

Libânio

Amaral

Migowski

2017

Strategic Design Research Journal

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Design management, both in the academic and the corporate world, is being perceived as a strategic element for organizations. However, the role of professional designers and their competencies in design management are little explored. Thus, the goal of this text was to emphasize how competencies are related and joined in the design management sphere, identifying possible interrelationships. A systematic literature review of applied and exploratory nature was made, mapping the state of the art about competencies in design management. Virtual databases were used for seeking work, based on the keywords "design management" and "competence". Through this study, we identified the current state of the art of the topic, as well as the understanding of design management related to individual, collective, and organizational competencies. Emerging concepts related to design management and competencies, such as learning,

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“…The problem is not with systems of accountability as such, but with their adaptation to the task-discontinuous organisation. Possibly, this is a form or organisation within which managers have only a choice of costs: those of negotiating with expertise at arm's length -as has often been done with design consultancies (Bruce and Morris, 1994) -or those of a relative failure to control it on the basis of models which managers themselves find intelligible: the risks of artistic self indulgence versus the certainties of dullness.…”

Section: Managerial Semiotics As a Response To The Market For Systemsmentioning

confidence: 99%

Designing Accountability: The Managerial Semiotics Project

Armstrong

2000

Critical Perspectives on Accounting

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Acknowledgement: This paper was written in the course of a research project directed by Anne Tomes and sponsored by the UK Design Council on the use of product market information in design decisions. The arguments and conclusions presented in the paper, however, are entirely the author's own. AbstractThe empirical occasion of this paper is an experiment by the Sharp electronics company in the application of semiotics to the management of aesthetic design. On the assumption that the visual 'signs' incorporated into products are freely translatable to and from linguistic messages, a verbal-visual 'dictionary of translation' was built up from designers' own accounts of the reasons behind their design decisions. The aim was to construct a form of accountability for design so as to render it transparent to managerial control. This exercise is viewed as an example of the continuing pressure upon management science ('consumer behaviour' in this instance) to produce languages of accountability through which expertise can be made to report to the inexpert. It is suggested that the market for such languages of accountability is rooted in virtual universality of the 'task-discontinuous status organisation' Offe (1976). Organisations of this kind are characterised by horizontal discontinuities at which the hierarchy of expertise gives way to one of managerial technology. It is these which pose the problem of agency to which languages of accountability appear as an answer.The problem is that such languages are constrained by their market to represent expert practice as intelligible to, and controllable by, a stratum of general managers. Where this is not the case, as is arguably so with aesthetic design, attempts to control practice on the basis of a misleading picture of that practice are likely to result in dysfunctionalities. In the case of the Sharp experiment the outcome was a naive attempt to convey a complex textual message through the choice of a colour for one of the company's products.The paper then discusses the alternative of allowing languages of accountability to emerge from the culture of practice itself. The problem here is that the resulting forms of accountability are likely to allow generous space for professional self-interest. A third possibility is then indicated: that of negotiating forms of accountability between practitioner and user on the model of community participation in architectural design.

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Managing external design professionals in the product development process

Cited by 20 publications

References 0 publications

Manda Quem Pode, Obedece Quem Tem Juízo: Reflexões Em Busca Do Equilíbrio Entre Autoridade E Autoria Em Serviços De Design

Manda Quem Pode, Obedece Quem Tem Juízo: Reflexões Em Busca Do Equilíbrio Entre Autoridade E Autoria Em Serviços De Design

Classification of competencies in design management: Individual, collective and organizational levels

Designing Accountability: The Managerial Semiotics Project

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