In its most basic aspects, the process of identifying and selecting materials for a library's collection has not seen substantial change in a century. Fundamentally, selection…
Abstract
In its most basic aspects, the process of identifying and selecting materials for a library's collection has not seen substantial change in a century. Fundamentally, selection involves the informed judgment of an individual being applied to the available universe of “published” knowledge, in order to build a coherent collection of materials that will serve the needs of a discrete clientele. While this may seem deceptively simple in concept, its perfection in practice has consumed many distinguished careers.
Efforts to initiate cooperative collection management have evolved from two distinct networking contexts in Illinois. The earliest was the Illinois Library and Information Network…
Abstract
Efforts to initiate cooperative collection management have evolved from two distinct networking contexts in Illinois. The earliest was the Illinois Library and Information Network (ILLINET), a statewide network that has grown into a multitype resource‐sharing network of libraries of all kinds and sizes. The second network context was the Library Computer System (LCS), which is based at the University of Illinois, Urbana‐Champaign but includes the holdings of some 30 public and private academic libraries in Illinois. LCS was selected by the Illinois Board of Higher Education (IBHE) as the unified database on which to build its program for cooperative collection management in Illinois academic libraries.
Jorge Sanz-Llopis and Matthias Ostermann
This paper investigates the framing and redefinition of innovation challenges as an approach to generate creative solutions in the field of project management.
Abstract
Purpose
This paper investigates the framing and redefinition of innovation challenges as an approach to generate creative solutions in the field of project management.
Design/methodology/approach
The study applies the Innovation Challenge Canvas (ICC), a new conceptual model that redefines innovation challenges. The research undertakes a review of the literature in the field of project management, followed by seven in-depth interviews with innovation directors to ascertain the professional view. Finally, usefulness of ICC was tested in three case studies.
Findings
An innovative approach focusing on redefining a challenge instead of proposing solutions to a problem fosters creative thinking and encourages innovative proposals. This ideation challenges the organization's traditional way of managing innovation projects. The ICC provides a better means by which to manage projects that embody high uncertainty, while helping to generate more innovative solutions.
Originality/value
The review of the literature shows that project management has given little attention to the redefining of innovation challenges. This study aims to fill this gap by orienting and adapting the traditional literature on framing to project management. From a practical point of view, the ICC is proposed as a model that can be used to consider the most relevant elements needed to redefine an innovation challenge and enhance the management of those projects.
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Brian McBreen, John Silson and Denise Bedford
This chapter focuses on design capability. The authors draw from the work of design models to define design for intelligence work. Design is presented as both a way of thinking…
Abstract
Chapter Summary
This chapter focuses on design capability. The authors draw from the work of design models to define design for intelligence work. Design is presented as both a way of thinking and a way of working. This chapter breaks the design capability down to several critical activities, including environmental scanning, problem detection, discovery, problem decomposition and recomposition, brainstorming, critical thinking, problem definition, factor identification, hypothesis development, model building, and source identification blueprinting.
Joseph Press, Paola Bellis, Tommaso Buganza, Silvia Magnanini, Abraham B. (Rami) Shani, Daniel Trabucchi, Roberto Verganti and Federico P. Zasa
Abla Chaouni Benabdellah, Asmaa Benghabrit and Imane Bouhaddou
In the era of industry 4.0, managing the design is a challenging mission. Within a dynamic environment, several disciplines have adopted the complex adaptive system (CAS…
Abstract
Purpose
In the era of industry 4.0, managing the design is a challenging mission. Within a dynamic environment, several disciplines have adopted the complex adaptive system (CAS) perspective. Therefore, this paper aims to explore how we may deepen our understanding of the design process as a CAS. In this respect, the key complexity drivers of the design process are discussed and an organizational decomposition for the simulation of the design process as CAS is conducted.
Design/methodology/approach
The proposed methodology comprises three steps. First, the complexity drivers of the design process are presented and are matched with those of CAS. Second, an analysis of over 111 selected papers is presented to choose the appropriate model for the design process from the CAS theory. Third, the paper provides methodological guidelines to develop an organizational decision support system that supports the complexity of the design process.
Findings
An analysis of the key drivers of design process complexity shows the need to adopt the CAS theory. In addition to that, a comparative analysis between all the organizational methodologies developed in the literature leads the authors to conclude that agent-oriented Software Process for engineering complex System is the appropriate methodology for simulating the design process. In this respect, a system requirements phase of the decision support system is conducted.
Originality/value
The originality of this paper lies in the fact of analysing the complexity of the design process as a CAS. In doing so, all the richness of the CAS theory can be used to meet the challenges of those already existing in the theory of the design.
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The purpose of this paper is to address the theoretical gap between design thinking (DT) and management. DT is a strategic concept in the current business world whereas the…
Abstract
Purpose
The purpose of this paper is to address the theoretical gap between design thinking (DT) and management. DT is a strategic concept in the current business world whereas the discussion of it is still insufficient. Ambidexterity could be a promising concept to explain the benefits of DT in the realm of management and strategy.
Design/methodology/approach
This paper conducts a thorough literature review and theoretical analysis, and offers propositions that engage the outcome of DT and the ambidextrous learning and innovation.
Findings
The author suggests the connection between DT and ambidexterity. By thoroughly discussing the effect of the traits of DT on ambidexterity, the author proposes that DT can facilitate ambidextrous learning, and ambidextrous learning could mediate the relationships between DT and ambidextrous innovation.
Research limitations/implications
This paper offers a preliminary ground for the operationalization of it. Besides, ambidexterity could provide a lens to discuss DT with other strategic concept. Furthermore, the discussion extends understanding of the pursuit of individual ambidexterity.
Practical implications
This paper provides a clearer reason for managers to adopt DT. Furthermore, it might facilitate the management education in management schools to incorporate DT as a section topic, and subsequently propagate education of DT in management schools.
Originality/value
The paper offers a theoretical platform for the study of DT in the field of management and strategy, which was rare before. The integration of DT and ambidexterity offers a decision support to the managers. Furthermore, it serves as a new approach to obtain ambidexterity in organization, which addresses the call of the research on the micro-foundations of management.
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Ardalan Sameti, Scott Koslow and Arash Mashhady
This paper aims to explore professional product designers’ views on creative design and to compare their viewpoints with the related academic literature on product marketing.
Abstract
Purpose
This paper aims to explore professional product designers’ views on creative design and to compare their viewpoints with the related academic literature on product marketing.
Design/methodology/approach
To find the designers’ views on creative design, face-to-face in-depth interviews based on repertory grid analysis and semi-structured questions were conducted with 32 professional and award-wining product designers who mostly design for international producers.
Findings
Although marketing scholars often approach design as a noun – something that can be viewed and analysed as a bundle of attributes, dimensions or characteristics – professional designers view design differently. To them, design is a verb, a problem-solving process through which they meet the challenges consumers have with products. Comparing professional product designers’ views on design creativity with the main topics in the product marketing literature places scholars’ dispositionalism against designers’ situationalism; it also enables marketing scholars to improve their viewpoints on product design and to bring practical problem-solving and design thinking into their research. This also increases mutual understanding between marketers and designers.
Research limitations/implications
This research enhances the knowledge of marketing scholars, marketers and designers about each other’s perspectives on product design creativity, which will improve their mutual understanding and the business-to-business relationship between marketers and designers.
Originality/value
To the best of the authors’ knowledge, this research is the first study that has attempted to discover product designers’ opinions on the main topics in the related academic literature.