The Design Journal
ISSN / EISSN : 1460-6925 / 1756-3062
Published by: Informa UK Limited (10.1080)
Total articles ≅ 1,387
Latest articles in this journal
The Design Journal pp 1-19; https://doi.org/10.1080/14606925.2021.1980267
Human-centred design has grown into a widely applied field that has produced a large number of standards, methods and guidelines for designing meaningful and usable products and services and direct contact to users seems to define whether a project is considered human-centric or not. However, as the field has grown more mature, companies have also matured in human-centredness, and thus, they have already accumulated user knowledge and may not need to start from the beginning in each project. This paper presents a case study of a human-centred-design–mature company, where first-hand access to users was blocked due to confidentiality. The project team had to rely on other sources of user knowledge. They utilized user representations that were based on earlier user studies and other sources, and the company also employed in-house users who gave their input in the product development process. Together these resulted in a successful design project.
The Design Journal pp 1-22; https://doi.org/10.1080/14606925.2021.1959120
The intersection between Design and Entrepreneurship is an emerging research field. Design is stated as an approach, process or method for Entrepreneurship. This overlaps with the concept of Design Management, especially the entrepreneurial mode of Design Management. However, we argue that the way of bringing Design function into a tech start-up organization was ignored. As a new venture, there is a process of introducing and applying the Design function. This implies a changed relationship between Design function and the tech start-ups, which are in different stages of Design Management maturity. To fill this gap, an online survey of 123 tech start-ups in Hong Kong Science Park was conducted. Three main findings are obtained: 1) heterogeneous Design demands according to the Design Management maturity; 2) a process-based view of bringing Design function into tech start-ups; 3) four main barriers to bringing Design function.
The Design Journal, Volume 24, pp 1-21; https://doi.org/10.1080/14606925.2021.1959121
The overall aim of this study is to explore the potential of Design Thinking to bring value to small firms through ambidexterity, which is essential to firms’ performance and survival. Specifically, we investigate how Design Thinking can benefit ambidextrous dynamics between small- and medium-sized enterprise (SME) managers’ entrepreneurial and administrative mindsets. The empirical foundation of our study is in-depth qualitative data on 24 SME managers who participated in a two-year research project driven by Design Thinking. The study reveals that Design Thinking does put into motion the managers’ ambidextrous thinking. Some Design Thinking principles reinforce entrepreneurial thinking, some administrative management thinking, while others, again reinforce flexible ambidextrous management thinking.
The Design Journal pp 1-8; https://doi.org/10.1080/14606925.2021.1957532
The Design Journal pp 1-21; https://doi.org/10.1080/14606925.2021.1957531
The complexities and unique requirements of entrepreneurship and commercialization require novel prototyping approaches that go beyond their traditional application in engineering design. Prototyping, as a key part of Design Thinking, can address these requirements by focusing on creative problem-solving and by supporting entrepreneurs’ reasoning. The broader requirements of entrepreneurship are not explicitly addressed in existing prototyping tools and instances of inefficient prototyping are still observed in entrepreneurial settings. This paper presents insights from expert interviews concerning prototyping and entrepreneurship, along with the formulation of the foundations of a novel prototyping support tool, tailored for entrepreneurs. Prototyping’s approaches and challenges, user-prototype interactions, and prototypes’ role in funding attraction are among the discussed themes.
The Design Journal pp 1-22; https://doi.org/10.1080/14606925.2021.1958601
Literature from the business and design disciplines describes two important subprocesses of the entrepreneurial journey: new venture creation and new product development. This study uses evidence from qualitative research with Designer-entrepreneurs (D-entrepreneurs) to describe a third important subprocess, which we refer to as the Designer’s Mindset Transition (DMT), which can either hinder or propel the other subprocesses. Thirty-seven participants, including eleven D-entrepreneurs in product-based start-ups, participated in the study. Four designer-entrepreneurs’ mindsets were identified within the DMT subprocess: The Artisan, the Configurator, the Opportunity Seeker, and the Design Leader. They followed a progression that moves the Designer-entrepreneur from the effectual logic (means-oriented) towards a causal logic (goal-oriented). Evidence from the study demonstrates that designers starting from the Artisan mindset were not always driven by their purported user-centric approach. Instead, key drivers were their priorities, interests, and beliefs, established at the outset of the venture.
The Design Journal, Volume 24, pp 1-21; https://doi.org/10.1080/14606925.2021.1958527
This paper reports on a research project aimed at exploring how designers can activate and sustain entrepreneurial ventures within regional textile communities in the Philippines and the UK. The mindset of consumers, who believe that textiles and fashion should be cheap, has made it difficult to successfully enable regional textile communities. With this in mind, two case studies were undertaken through semi-structured interviews with stakeholders involved in creative enterprises within regional textile communities in the Philippines and the UK. Findings from the research demonstrate how design-driven approaches to entrepreneurship can lead to reaching an untapped market and securing consumer demand for products and services that are better for people and the planet. The original contribution of the paper lies in the development of a business model meta-canvas, informed by an original conceptual framework that, once successfully adopted, could activate and sustain enterprises in regional textile communities.
The Design Journal pp 1-23; https://doi.org/10.1080/14606925.2021.1957326
The expanding role of design suggests design is crucial for more than merely improving innovation and competitiveness for businesses. Although some studies have investigated the role and impact of design for social enterprises, there is little evidence that design is supported in social enterprises as a strategic driver of sustainable growth. This study analysed Design Support Programmes (DSPs) for social enterprises in the United Kingdom and South Korea, with similar awareness of design and different approaches for DSP development, to explore the mechanisms for supporting design in such enterprises. A qualitative research approach was employed, including case studies of DSPs and exploratory and in-depth interviews with academics and practitioners in the social enterprise and design fields. The research results reveal that the countries share some issues regarding the operational and strategic levels of the current DSP mechanisms. The findings highlight the critical role of design and strategic stakeholders for social enterprises.
The Design Journal pp 1-12; https://doi.org/10.1080/14606925.2021.1957327
OVERVIEW Entrepreneurs form complex ecosystems which are challenging to understand, especially for those with limited capabilities. In pursuit of understanding ecosystems, this research explores manufacturing incubators in Botswana and UK makerspaces as local entrepreneurial ecosystems, comparing a developing and an industrialized context. This doctoral research uses a qualitative approach to evoke inductive means of constructing and interpreting ecosystem data. Semi-structured interviews and visualization techniques are used concurrently to engage entrepreneurs, exploring mechanisms that shape local ecosystems. From the analysis of the findings, the research proposes a ‘Jigsaw’ framework and evaluates these using co-design workshops with SMEs, policymakers, and researchers. The research outputs suggest that the ‘Jigsaw’ is effective in helping actors to convene, visualize, understand, and act upon opportunities for entrepreneurship.
The Design Journal pp 1-22; https://doi.org/10.1080/14606925.2021.1947947
New product development (NPD) plays a significant role in maintaining competitive advantage and increasing market share. NPD is highly dependent on the existing knowledge of individuals within the company, which is shared and used to create new knowledge. Employees’ tacit knowledge is another significant source of know-how for companies. Craft knowledge – a form of tacit knowledge that includes material and hand-making knowledge – is transferable to industries through collaborative works. Since the management and design literatures on this subject do not meet on common ground, there is a lack of literature on this transfer. With this aim, we examined the transfer of craft knowledge to NPD in three industries: leather, glass, and furniture industries. Thirteen in-depth interviews were conducted with six companies. Interviews were analyzed through thematic analysis. Craft knowledge is transferred to industries during the idea generation and prototyping stages of NPD through problem-solving and suggesting materials and manufacturing techniques.