Managing interaction design and business innovation: Understanding interaction design as a key activity of the operating core
2009 (English)In: International Journal of Art and Aesthetics in Management and Organizational Life, ISSN 1751-9853, Vol. 2, no 3, 99-105 p.Article in journal (Refereed) Published
Design management systems in traditional product and service industries have developed over an extended period of time. (Felber, 1984; Sebastian, 2005). Typically these assume a product development process where value is created in a linear manner and production is separates from design. For the software and system development industries, where digital interaction design is the predominant design discipline (Löwgren & Stolterman, 2005) few studies have been done on design management. Studies on design management issues for digital interaction design have, e.g., identified problems for interaction designers to find a stronghold in organizations (Carlshamre & Rantzer, 2000), or characteristics of the software development context that is distinct for management of interaction design (Holmlid, 2006). As their point of departure these studies have taken organizations that develop IT-systems.
As a contrast, in this paper, we expand on the current literature by analyzing two studies of design management in an organization that uses software as part of their business process. We claim that for such organizations, design management of digital interaction design primarily is a concern for the operating core and the strategic apex, thus driving and directing the efforts made by support staff and technostructure.
Place, publisher, year, edition, pages
Colchester, UK: University of Exeter , 2009. Vol. 2, no 3, 99-105 p.
interaction design, design management, innovation, strategic interaction design
IdentifiersURN: urn:nbn:se:liu:diva-50852OAI: oai:DiVA.org:liu-50852DiVA: diva2:272271