Effects of Approach and Anchoring When Developing Design Capacity in Public Sectors
2014 (English)In: Design Management in an Era of Disruption: Proceedings of the 19th DMI: Academic Design Management Conference / [ed] Erik Bohemia, Alison Rieple, Jeanne Liedtka, Rachel Cooper, Boston, MA: Design Management Institute , 2014, 2617-2633 p.Conference paper (Refereed)
Design is increasingly seen as a potential driver for innovation and growth both in commercial and public and policy sectors. However this imply design capacity utilized as a strategic resource, which as Svengren Holm points out mean focusing not only on the product, but also the process (Svengren Holm, 2011). Many studies show however that companies with little prior experience of design have a traditional view of design mainly concerning styling thus focusing only on the outcome, the product (e.g. European commission, 2010; Acklin 2011a; Ward, Runcie & Evans, 2009). With design entering into new fields such as services and public and policy sectors it becomes necessary to look further at how higher design capacity can be achieved for inexperienced organizations within these contexts as well. In a forthcoming study, which is presented and discussed here, we look at integration for design capacity in public sector organizations in regard to issues seen in a previous study (Malmberg & Holmlid, 2013).
Place, publisher, year, edition, pages
Boston, MA: Design Management Institute , 2014. 2617-2633 p.
Strategic Design; Design Capacity; Integration of Design; Design in Public Sector
Design Business Administration Public Administration Studies
IdentifiersURN: urn:nbn:se:liu:diva-118298ISBN: 978-0-615-99152-8OAI: oai:DiVA.org:liu-118298DiVA: diva2:814178
19th DMI: Academic Design Management Conference