Design Management Academy 2017 Hong Kong

Track 1.d Design creating value at intersections

Mikko Koria, Loughborough University London, UK
Birgit H. Jevnaker, BI Norwegian Business School, Norway
Alison Rieple, University of Westminster, UK
*Lisbeth Svengren Holm, University of Gothenburg, Sweden
Magnus Eneberg, Business & Design Lab, Sweden

In this track we invite both conceptual and empirical papers that examine traditional and new value creation enabled by design at different intersections of disciplines, organizations, artefacts, services and initiatives.

In today’s world, value is increasingly being created by novel combinations of people and things originating from diverse disciplinary backgrounds. Different knowledge practices, as in technologies and art, enable and help to create new products, services and business models, mixing the new-to-the-world and new-to-the-place in multiple ways. The understanding of design methods and processes creates space for new learning processes in organizations and different networks. This can in turn increase the adaptability and pro-activity of organizations to meet ambiguity and uncertainties they are working with.

At the same time, the very concept of value is changing; what was seen earlier as a simple profit/loss equation is now a complex construction where value is created and consumed in novel ways and where well-being co-exists happily with profit, and eco-footprint is increasingly linked to customer experience. As a result, it is of paramount interest to try to understand what value design creates in these new intersections, why it is created and how does it happen.

We give some examples of potentially interesting intersections where value could be examined:

  1. Design is creating value in the intersections of new areas, for new challenges, and for new organizations; this could include, but is not necessarily be limited to design and designers moving into different fields of policy making, services in private as well as public sector, working with parties that have not engaged design in the past.
  2. Design is creating value in the intersection of art based and engineering/technology based practices, not the least the digital sector; striving for a common complementary ground in the intersection of natural sciences and art and the artistic, where novel approaches to value creation are bound to emerge.
  3. Design is creating value in the intersections of society and social challenges, sustainability (environment, social, economic), and the circular economy; the oncoming global challenges have an interdisciplinary nature, and design has the potential to create value in multiple intersections
  4. Design is creating value in the intersections of new products and services with business models and ecosystems; helping to enhance and recreate alignment between the offering, the business models and the ecosystem
  5. Design is creating value in the intersections of multiple perspectives and interpretations of an ambiguous environment. Design methods and processes create affordance when supporting an environment that allows individuals to perform actions in shared activities. This provides an opportunity for different thought networks to merge and for new competencies and knowledge to be developed inside organizations and in value networks.

Track format: We recognize that there is no one-size fits-all definition of design and value creation due to the multiple contexts where design is currently applied and the number and nature of actors engaged. That being said, we believe that there are opportunities for boundary spanning learning and we thus propose a reflective panel discussion at the end of the track, where we invite the paper presenters of the track to discuss the consequences of the new value creation modalities for design education and practice.

Indicative References

Bason, C. (2014). Design for policy. Aldershot: Gower.

Billett, S. (2010). Workplace pedagogic practices: Co-participation and learning, British Journal of Educational Studies, 50(4), doi: 10.1111/1467-8527.t01-2-00214

Den Ouden, E., (2011). Innovation design: creating value for people, organizations and society. London: Springer.

Gibson, E. J. (1969). Principles of perceptual learning and development. Prentice-Hall, New York.

Jevnaker, B.H., Tellefsen, B. and Lüders, M. (2015) Front-end service innovation: Learning from a design-assisted experimentation.  European Journal of Innovation Management, 18(1), 19–43. doi: 10.1108/EJIM-09-2013-0089.

Weick, K. E. (1995). Sensemaking in organizations, (1st ed.). Thousand Oaks Cliff: Sage.