Ambidexterity and dynamic capabilities in design management: an anatomy
July 23, 2012 Editor 0
The article fills the gap in innovation studies about design management dynamic capabilities analysing tensions in design decision making. ‘Ambidextrous organisation’ frame has been employed to report the system of tensions central to the design management. The research is based on the qualitative analysis of cases carried out in two phases.
Firstly, the participation as action researchers in innovative projects highlighted design management as organisational process and the coexistence in the process of exploration and exploitation dynamics. Secondly, subsequent interviews focused on areas generating tensions, diverse options pursued by design-driven companies and employed dynamic capabilities.
Findings address both to scholars and practitioners. An alternative tensions based perspective of design management is presented for the former; different models of design adoption and the definition of some critical areas of decision-making are addressed to the latter.
Go to Source
- Learning, knowledge and dynamic capabilities: theoretical implications for competitiveness and innovation in the 21st century
- Shared cluster resources as a source of core capabilities
- Experience design is shaping our future
- An Intellectual Capital based differentiation theory of innovation practice.
- The generation of common purpose in innovation partnerships: A design perspective
- The effects of intangible investments on future OCF
Subscribe to our stories
- The renaissance of farming systems research in Africa January 16, 2018
- Entrepreneurship competition encourages the Malian diaspora to start businesses on their home turf January 16, 2018
- India: Digital finance models for lending to small businesses January 16, 2018
- Powering up Africa through innovation January 16, 2018
- Which ones did you read and download?Africa RISING’s most popular online products and resources in 2017 January 16, 2018