English   Danish

2012/2013  KAN-CM_T93  Design Management

English Title
Design Management

Course information
Language English
Exam ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Semester
Course period Autumn
Changes in course schedule may occur
Friday 08.00-10.35, week 36-41, 43-46
Time Table Please see course schedule at e-Campus
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Marta Gasparin - Department of Operations Management
Main Category of the Course
  • Management
Last updated on 27-04-2012
Learning objectives
The objective is to provide the participants with a base for understanding the challenges related to innovation, what is design in practice, how to use design management to increase competitive advantage, and realizing which are the activities at the operational, business and service level for implementing innovation.In particular, students should be able to:
  • Identify different approaches to design management and how it is possible to increase innovation through design
  • Reflect on the pros and cons of different theories
  • Have a critical perspective on the managerial challenges
  • Assess the relevance of different management technologies for management concepts, their objectives and applications in practice.
  • Understand the strategic role of design in companies perspective on the product development
  • Identify different types of design approaches, innovation activities and managerial challenges related to those
  • Distinguish and apply between different ways to foster creativity
Examination
oral exam:
Type of test Oral with Written Assignment
Marking scale 7-step scale
Second examiner Second internal examiner
Exam period December/January
Aids Closed Book
Duration 20 Minutes

Course content
Product design has become a mainstream topic in management studies. The course analyzes complex issues and managerial challenges connected to design management from a strategic and historical point, in partictular, how these connect to innovation and continuous improvement to create a competitive advantage. Students will have an overview on different types of innovation, creativity stimulation processes, new product development (in particular new product design) from various approaches: engineering, operational, product design marketing, business management, and consumer choices.
Heskett affirms: “Design is to design a design to produce design”, emphasizing the idea that design can be studied from different perspectives: product design, craft design, engineering design, organizational design. The course, therefore, focuses on the following managerial issues: What are the managerial challenges related to design management? How would be possible to create a competitive advantage through design?

Teaching methods
The teaching will be based on the lectures, content analysis of journal articles, case studies discussions. Students should prepare in advance the cases to have an active participation in class.
Expected literature
Heskett, J (2005) Design: a very short introduction. Oxford University Press: Oxford.
 
Lockwood, T. (2008) Building Design Strategy: Using Design to Achieve Key Business Objectives; Alleworth Press: New York 

Andersom, P. and Tushman (1990). Technological discontinuities and dominant design: a cyclical model of technological change, Administrative Science Quarterly, 35 (4): 604-633                  
  
Christiansen, J. K., Varnes, C. J., Gasparin, M., Storm-Nielsen, D., & Vinther, E. J. (2010). Living twice: How a product goes through multiple life cycles. Journal of Product Innovation Management, 27(6): 797-827. 
  
Callon, M., Méadel, C., & Rabeharisoa, V. (2002). The economy of qualities. Economy and Society, 31(2): 194-217. 
                      
Dell’Era C. and Verganti,. R. (2009). Design Driven Laboratories: Organization and Strategy of Laboratories Specialized in the Development of Radical Design Driven Innovations”, R&D Management, 39 (1): 1-20, 
  
Hargadon, Sutton I (2000). Building an innovation factory, Harvard Business Review, May-June. 
 
  
Hertenstein J., Platt , M. J., Veryzer R. (2005). The Impact of Industrial Design Effectiveness on Corporate Financial Performance, Journal of product innovation management; 22:3–21 
  
Krishnan, V. Ulrich K. (2001). Product Development Decisions: A Review of the Literature, Management of Science, 47 (1), January: 1-21 
  
Leonard, D. A., and Rayport. J (1997). Spark Innovation Through Empathic Design. Harvard Business Review75, no. 6 (November-December 1997): 102-113. 
  
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science: 20(4), 685. 
  
Randall, Ulrich (2007) user design of customized products, Marketing Science: 26, (March- April): 268- 280 
  
Verganti, R. (2003) “Design as brokering of languages. The role of designers in the innovation strategy of Italian firms”, Design Management Journal, 14 (3): 34-42. 
  
Veryzer R, (2005) The Roles of Marketing and Industrial Design in Discontinuous New Product Development,Journal of Product Innovation Management; 22:22–41 
Last updated on 27-04-2012