https://www.ida.liu.se/~TDDD61/readings/Verganti,%20design,%20innovation.pdf

Design, Meanings, and Radical Innovation: A Metamodel and a Research Agenda*

Perspective: Linking Design Thinking with Innovation Outcomes through Cognitive Bias Reduction

Design and Marketing of New Products

http://www.uselab.tu-berlin.de/wiki/images/6/6d/Miaskiewicz_%282011%29.pdf

Personas and user-centered design: How can personas benefit product design processes?

The concept of design thinking (DT) has emerged in management debates as promising innovation inspired by the way designers work. Despite the growing interest in DT, it is a difficult concept to study due to the lack of coherence between what DT ‘is’ in academic and practical terms. While there are numerous normative and often process-focused depictions of DT, they seem limited in their ability to account for what occurs in practice. Given the discussion of DT as a concept, and emerging discussion of its enactment, a framing is needed that acknowledges both aspects. This paper proposes a framing of DT that makes it researchable in both theory and practice, and discusses commonalities and discrepancies in how the concept is usually portrayed in the literature. The paper builds on an empirical interview study in six large organizations, which led to the development of a framework structure and the identification of five themes characterizing DT: User focus, Problem framing, Visualization, Experimentation and Diversity. Each theme is associated with specific principles/mindsets, practices and techniques. The main contribution of this paper is to propose a framework that includes DT both as an idea and as the enactment of the idea, inspired by the works of Latour.

Framing Design Thinking: The Concept in Idea and Enactment

http://www.cdcm.dk/wp-content/uploads/2012/11/The-impact-on-user-oriented-design-on-NPD-Mozota-Veryzer-2004.pdf

The Impact of User‐Oriented Design on New Product Development: An Examination of Fundamental Relationships*

/pdf/the-four-powers-of-design-a-value-model-in-design-management-542qfpu13x.pdf

The Four Powers of Design: A Value Model in Design Management

/pdf/design-and-competitive-edge-a-model-for-design-management-damrowyx0j.pdf

Design and competitive edge: A model for design management excellence in European SMEs1

Considering design as an “intangible asset” (which, given new international accounting standards, is more and more often the case) leads to an examination of how successful companies tend to move from the use of design as a means of differentiation to the use of design as a means of transformation in a company.

http://www.cdcm.dk/wp-content/uploads/2012/11/Managing-design-as-a-core-competency-Lessons-from-Korea-Mozota-Kim-2009.pdf

Managing Design as a Core Competency: Lessons from Korea

AS A RESOURCE, design management has an impact on a broad range of organizational activities. Brigitte Borja de Mozota conceptualizes this diversity in a framework, built on the ideas of Michael Porter, that forms bridges between design and business decision making—in operations, in support functions, and in the development of long-term strategies. This clarifies the areas in which design is a corporate asset, helps order design management research and information, and offers pathways for creating effective design management curricula.

Brigitte Borja de Mozota

Papers

The Impact of User‐Oriented Design on New Product Development: An Examination of Fundamental Relationships*

The Four Powers of Design: A Value Model in Design Management

Design and competitive edge: A model for design management excellence in European SMEs1

Managing Design as a Core Competency: Lessons from Korea

Structuring Strategic Design Management: Michael Porter's Value Chain