Design Management

Consultancy designer involvement in the NPD process in mature product categories: who leads, the designer or the marketer?

by Fiona Maciver

Presented at Design Research Society conference 2010, Université de Montréal, July.

This research sets out to uncover how design is contributing more intensively to new product development. More... more This research sets out to uncover how design is contributing more intensively to new product development. More precisely, it aims to understand the growing involvement of designers, and in particular consultancy designers, in NPD in mature product categories. The study seeks to build on recent evidence of design taking a greater leadership and strategic role in new product development, particularly in embracing the theory and praxis of the discipline of marketing.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Learning uncomfortably

by Noemi Sadowska

Co-authored with Laffy, D.

Published in Slimani-Rolls, A. (2011) Border Crossing: Transnational Working Papers in Higher Education. Migration Letters & The London Publishers. Volume 2011, Number 1102 / 2011. pp. 15-24

This paper outlines a research process entwined with delivery of a final year elective module "Managing Strategic... more This paper outlines a research process entwined with delivery of a final year elective module "Managing Strategic Design". The research has been based on six roundtable discussions with a variety of participants from Design and Business communities. The module challenges these students to develop truly innovative business opportunities. The process of doing so is at times deeply uncomfortable but it is at these points that students' learning can be most productive. The iterative process of research and teaching have led us, the authors, to reflect on the value and positioning of design and strategic thinking in business education: the methodology behind our particular curriculum delivery drawing on cross disciplinary teaching and learning; the ability of students to learn from practice by experiencing 'zones of discomfort' and 'what if' scenarios. These reflections have altered the focus of the module, from provision of tools students need to know to understanding the learning journey and facilitating the acquisition of decision-making confidence in response to a complex challenge.

Learning to Collaborate in COINs: Insights from a multidisciplinary global virtual collaboration

by SAAD AQUEEL Z.

Co-authored with: Christine Z. Miller and R Wade Campbell.
Published: Procedia Social and Behavioral Sciences 2 (2010) 6543–6550

This paper presents insights from an interdisciplinary collaborative venture in the virtual environment between four... more This paper presents insights from an interdisciplinary collaborative venture in the virtual environment between four university teams. The
venture, which is called the COINs course, was designed to enable students to learn experientially how to use the tools of dynamic social network
analysis (DSNA) through a variety of projects. Collaborating across disciplines requires team members to rapidly and clearly communicate and
demonstrate the value of key principles, processes, and work practices while negotiating multiple levels of complexity, knowledge cultures,
skills, and capabilities. This paper explores these complexities, documents insights gained through experience, and proposes a framework for
future GVT collaboration.

Cooperative Learning at a Distance for Design Students

by Erik Bohemia

Co-authored with Thomson, R.

Paper presented at the International Design Conference - Design 2004, May 18-21, Dubrovnik, pp. 605-610.

This paper reports on a study of cooperative learning online within a Design Management subject at the University of... more This paper reports on a study of cooperative learning online within a Design Management subject at the University of Western Sydney, and contrasts the findings with the theory of Cooperative Learning proposed by Johnson and Johnson. Learning outcomes in the subject were achieved by incorporating into the learning design, Johnson and Johnson’s five elements of successful cooperative learning, with the exception that interaction occurred in the online environment rather than face-to-face. Study results suggest that students perceived that the subject facilitated their learning, especially in the intended areas of virtual teamwork, distance communication and written communication skills.

Success Activities for Design Management: A Study

by Andrew Walters

Lead Author: Hesselmann S.
The First Cambridge Academic Design Management Conference, Cambridge, UK, 7-8th September 2011

Success Activities for Design Management – A Theoretical and Empirical Investigation

by Andrew Walters

Lead Author: Hesselmann S.
Proc. of 18th International Product Development Management Conference, Delft, Netherlands, 6-7 June 2011

The objective of this paper is to examine, analyse and verify possible success activities for Design Management. Based... more The objective of this paper is to examine, analyse and verify possible success activities for Design Management. Based on mapping out the development of the New Product Development process and its design sub-process it is hypothesized that New Product Development success activities which promote product success are also the central activities for a Design Management process that leads to successful products. Resulting from this a list of New Product Development success activities is established. Further, it is hypothesized that the most frequently referenced activities are also the most important. In a subsequent analysis of the DME Award company dataset, the elaborated activities are verified and analysed against the established list of activities promoting success. Results show that companies which are recognized for good Design Management address this set of success activities in their Design Management process. However, the second hypothesis that the most referenced success activities are also the most important is not supported.

宋同正, 張百佑 (張哲肇), 2008, 設計資源與設計能力關連性及設計競爭優勢探討－以大可意念傳達有限公司為例. 設計學報, 13 (3), 39-60. [Sung,T-J., and Chang,P.-Y.(Chang, Jhe-Jhao), 2009, Exploring the Content and Linkage of Design Resources and Design Capabilities: A Case Study on Duckimage, Journal of Design, 13 (3), 39-60.] (in Chinese)

by Jhe-Jhao Chang

When strategic thinking shifts from focusing on the investigation of external competitive environments to the analysis... more When strategic thinking shifts from focusing on the investigation of external competitive environments to the analysis of the internal resource allocation in order to gain competitive advantages, design resource is increasingly considered as a source of design capability. By means of a case study on a renewed design service company in Taiwan, this study aims to illustrate how the company utilizes valuable design resources to create its distinctive design capabilities based on the theory of the resource-based view (RBV). First, the findings of the study confirm that “company reputation” can represent a crucial design resource of a design company since it inherits valuable characteristics of design resources in terms of uniqueness, specialty, and ambiguity. Secondly, “the innovation and application of new materials” can represent a vital design capability of a design company since it can augment other design capabilities, especially for the company in which its clients are mainly from the traditional industry. Thirdly, “design manpower,” “design experience,” and “company reputation” with respect to design resources are associated with all four dimensions (i.e., design function, design aesthetics, design technology, and design quality) of design capability. It is hoped that the results of this study could facilitate understanding of how design resources affect the design capability in the business of design consultancy. Further, the study discusses the implications of such findings and offers suggestions for future research.

Sung,T-J., and Chang,P.-Y.(Chang, Jhe-Jhao), 2009, Building design capability through design resource: the case of Duck Image, Aesthesis, 2(3), 85-98.

by Jhe-Jhao Chang