Purpose




This study aims to analyse design management as a dynamic capability.




Design/methodology/approach




This is a systematic review with paper searches conducted on the ISI Web of Science database’s Social Sciences Citation Index, complemented by a historiographical analysis developed using the HistCite software.




Findings




The analysis of paper allowed for the identification of three processes that, if integrated, construct design management as a dynamic capability, namely, design learning, design coordination and design skills. Design learning corresponds to the skill of acquiring and absorbing knowledge and practices and spreading them throughout the whole organisation, and design coordination corresponds to the capability to coordinate the activities and practices that are necessary for good design. Finally, design skills comprise a set of techniques and knowledge that generate synergy, creativity and innovation.




Practical implications




This perspective suggests a new concept of design management that allows organisations to achieve a competitive advantage in environments of rapid technological change.




Originality/value




This study contributes to the literature on design management as a dynamic capability. Another contribution is that design management presents itself as an important dynamic that is capable of creating and maintaining a competitive edge through its potential to generate innovation and creativity and to make firms more flexible and dynamic.

Design management as dynamic capabilities: a historiographical analysis

Increased competition requires retail stores to increasingly focus on improving their customers’ experiences. Along this line, this article explores how a co-design approach can help retail stores ...

Stimulating consumer community creation through a co-design approach:

Design management is a relatively new concept compared with either design practice or management science. There has been various approaches tried to conceptualise design management issues, but most of these have considered design management in an organisational perspective, in isolation from the context in which the design profession is practiced - the design industry - and thus are unlikely to capture the emerging issues driven by design industry trends. This suggests a need for a design management model which conceptualises design management practice in addressing the issues of concern to various stakeholders within the sector. 

This paper develops a conceptual framework by positioning design management within the design industry’s knowledge supply chain. It defines design management as the management of the interface between design practice and other industry forces. The proposed conceptual framework is evaluated by comparing it with existing theoretical concepts and models. It concludes by identifying roles missing from classical design management theory, and suggesting region-specific design management remits, which recognise how the emerging role for design managers is likely to differ.

A Theoretical Design Management Framework

States that, in the industrial context, change needs rigorous control, and product design and development, which are crucial to innovation, need rigorous management. Defines design management as the specific management of the design resources in any business. Suggests, by looking at several case studies, that the importance of design management in product development should be given serious consideration. Concludes that, by paying the correct amount of attention to managing the design of new products, the best option for beating overseas competitors is being used.

Design Management and New Product Development

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Design Management and New Product Development