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Wyrwicka, Magdalena K.; Chuda, Agnieszka

doi:10.17270/j.log.2019.319

Cited by 7 publications

(2 citation statements)

References 11 publications

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“…At the production level, the Cleaner Production tools used for the analysis of findings are the eco-map, eco-balance, environmental accounting, lifecycles, material matrices and energy use, material flow analysis, environmental audits, eco-designs and eco-labels (Wyrwicka & Chuda, 2019). These tools are techniques or methods that allow to exercise control in determining the current environmental status of a process or service, in order to strategically support the use of resources, thus generating a preventive proposal that includes actions aimed at support the processes, re-evaluate the objectives, goals, verify and exercise control in environmental management, in addition to providing valuable information for decision-making, thus generating an impact on the environment with less risk and generating an integration of the processes that would lead to the reduction of waste and emissions.…”

Section: Diagnosis Of the Environmental Situation In Companiesmentioning

confidence: 99%

Ecomap or Ecomapping in the productive sector: Practical tool for the diagnosis of the environmental situation

Sierra¹,

Ahumada-Villafañe²

2021

IPSA Scientia rev. cient. multidiscip.

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The organizations are aware of the need to insert them in this international market, which has as a mandatory requirement to demonstrate a solid environmental performance in correspondence with the expectations of the interested parties and the transparency of their information. The application of environmental management tools constitutes a fundamental element within modern business strategies, since they allow improving the environmental performance of a company, without affecting its profitability and even increasing it, since its adoption implies concepts of quality and technical efficiency. The Ecomaps allow analyzing, managing and communicating on the management of resources, water, energy, materials and supplies, as well as the management of waste, emissions, discharges and risks in a productive or functional activity, in environmental matters. The main objective of this review article is to qualitatively analyze the scientific literature available in the Science Direct, Scielo, Redalyc databases and official Web pages, using as search words: environment, industrial, ecomap, company, sustainability. Relevant information related to the proposed objective was obtained, which is presented in 3 sections: Diagnosis of the environmental situation in companies, Ecomap or Ecomapping, Types of Ecomaps. Ecomapping is a step-by-step process to collect useful information and trigger immediate environmental actions. The ecomaps verify the processes and behaviors of the collaborators and induce immediate improvements.

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Section: Diagnosis Of the Environmental Situation In Companiesmentioning

confidence: 99%

Ecomap or Ecomapping in the productive sector: Practical tool for the diagnosis of the environmental situation

Sierra¹,

Ahumada-Villafañe²

2021

IPSA Scientia rev. cient. multidiscip.

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“…There are several investigative antecedents that have addressed the relationship of design with organizational transformation. These include the work of Wyrwicka and Chuda (2019), which analyzes the use of design thought in the transformation of organizational culture. Deserti and Rizzo (2014) affirm that design thought may be considered an axis for change, and Muratovski (2015) affirm that design thinking can be considered an axis for organizational transformation.…”

Section: Introductionmentioning

confidence: 99%

The contribution of strategic design, as intellectual capital, to organizational transformation

Gallego Giraldo,

Calderon-Hernandez

2023

JOCM

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PurposeThe present document presents the possible contributions of strategic design to organizational transformation, as a part of business intellectual capital.Design/methodology/approachA case study from a Colombian family business group, with three business units, industrial, commercial and service, were used. Interviews regarding critical events and semi-structured interviews were employed. Data were processed with NVivo software.FindingsIt was found that abductive, empathetic and creative competencies (human capital) that may facilitate the comprehension of nature, needs and alternatives to be employed in organizational change processes. Further, the importance of the participative design approach in co-creation, with interest groups, transformation projects (relational capital), and design thought, as a methodology for the implementation of the preceding (structural capital), was identified.Research limitations/implicationsThe results revealed, in this case, suggest several future investigative routes. Firstly, increased empirical research, based on this proposal, is suggested. Specifically, it would be relevant to perform causal studies that report the contribution of each of the components of strategic design to the diverse organizational transformation processes. A third line of investigation might include delving into certain relationships that have already been identified, but require further comparison. One of these might be the role of design thought as a method to perform specific organizational transformation projects.Practical implicationsAs a result of the present investigation, a model is established (see Figure 2) which may be useful to companies to address organizational transformation, capitalizing on the benefits offered by strategic design. In summary, the proposal considers four phases (see the central circle in Figure 2). Phase 1: understanding organizational occurrences and situations, the basis upon which to determine the nature of an organizational transformation. This activity alludes to the work that is collaboratively managed with different interest groups, in the systematic comprehension of the business organizational transformation chain of events. Phase 2: determining the path to be followed or the route for collaborative action. Doing so in participative fashion permits the representation of a diversity of ideas and opinions on a given problem/potential identified in the preceding process. This stimulates and strengthens the creative competency in company personnel (Jeffries, 2007). If this competency is incorporated into the corporate culture, differential factors may be established, in an environment with broad competency, thus achieving transformations appropriate for a competitive environment.Social implicationsCo-creation, the central axis of the organizational transformation process. At the base of all organizational transformation processes is an approach focused on human beings, whose principal questions include: What place do individuals have in strategic problem resolution, like those of organizational transformation, in companies? How are human competencies strengthened when applied to organizational transformation processes? What types of ties are made, beyond the establishment of natural relationships (work, purchase, sell), with interest groups? And most importantly: How do they achieve the construction of new business realities together? To do this, participative and co-creative methods must be employed as a scenario to jointly achieve multiple satisfaction realities, in which understanding the essence of the participative design approach becomes meaningful (Jones, 2015).Originality/valueDesign thought, as a methodological proposal for organizational transformation projects. The use of inspiration, ideation, and implementation stages, iteratively and permanently, is suggested. Continuous review of the point of departure, the path trodden and the goals to be achieved should be prioritized, such that they may act as compasses for organizational transformation, considering strategic design to be a key motor (Yee et al., 2017).

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When cultures collide: What can we learn from frictions in the implementation of design thinking?

Carlgren

BenMahmoud-Jouini

2021

J of Product Innov Manag

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Increasing interest in the use of design thinking (DT) in innovation has called into question its integration in organizational settings. We draw upon literature on management innovation and new practice implementation that highlights potential cultural conflicts between the values and assumptions underpinning the new practice and the culture of the organization that adopts it. We investigate the cultural fit between DT and the adopting firm through qualitative studies of 13 cases of DT implementation in large established firms complemented with data collected during eight workshops with DT practitioners and scholars. We abductively propose a cultural archetype of DT comprising eight dimensions: subjective and aesthetic ways of knowing, long‐term and nonlinear views about time, intrinsic motivation and sense of purpose, flexibility and change, relationships, empathy, and emotions at work, collaboration and inclusion, team autonomy and informality, and external orientation. We identify challenges and consequences associated with cultural misfits encountered in the implementation of DT: lack of legitimacy, lack of depth, disengagement, incrementalism, poor teamwork and alienation, collaboration lip service, micromanaged processes, and lack of external orientation. We thus (i) develop a characterization of DT by providing a detailed cultural archetype that we discuss relative to previous literature on DT and (ii) enrich the research on the recursive relationship between organizational culture and DT implementation, contributing to research on emotions in management and innovation culture. We also (iii) contribute to research on the challenges encountered by firms when adopting DT, extending the research on difficulties linked to cultural misfits when implementing new practices. Finally, we (iv) contribute to research on practice implementation and management innovation by highlighting the interplay between cultural fit, legitimacy, and the implementation climate.

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Untitled

Cited by 7 publications

References 11 publications

Ecomap or Ecomapping in the productive sector: Practical tool for the diagnosis of the environmental situation

Ecomap or Ecomapping in the productive sector: Practical tool for the diagnosis of the environmental situation

The contribution of strategic design, as intellectual capital, to organizational transformation

When cultures collide: What can we learn from frictions in the implementation of design thinking?

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