Understanding structures of collaborative design innovation (CDI) management practices

A strategic brand alignment approach

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

This article sets out to explain structures of design management practices around the
implementation of product innovation strategies that rely on collaborations with external design consultants, what this article refers to as Collaborative Design Innovation (CDI) strategies. Whilst design management practices for implementing collaborative approaches to product design innovation have been widely described in design and innovation management literatures, we still know very little about the organizational mechanisms affecting such structures and configurations of design management practices. This study aims to build theoretical explanations as to how we may understand structures of enacted CDI management practices, which is approached through analyses of how firms strive to strategically align design management practices and (corporate) brand management. First, the article presents a theoretical framework for analysing such strategic alignment by elaborating relational perspectives on different strategic approaches to brand management – conceptualized as ‘brand logics’ – and CDI management practices. Second, this framework is then applied to a multiple case study of six Danish small- and medium-sized enterprises operating in the Danish interior design industry. Through within- and cross-case grounded analyses empirical findings reveal relational patterns between two brand logics and two dominant structures of design management practices. As the main contribution of the article, findings suggest that observed differences in enacted structures of CDI management practices across case-companies may be explained on the basis of understanding firm dominant brand logics. Implications for design management theory and practice conclude the article.
Original languageEnglish
JournalArtifact: Journal of Design Practice
Volume5
Issue number1
Pages (from-to)2.1–2.21
Number of pages21
ISSN1749-3463
DOIs
Publication statusPublished - 2018

Artistic research

  • No

Cite this

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title = "Understanding structures of collaborative design innovation (CDI) management practices: A strategic brand alignment approach",
abstract = "This article sets out to explain structures of design management practices around theimplementation of product innovation strategies that rely on collaborations with external design consultants, what this article refers to as Collaborative Design Innovation (CDI) strategies. Whilst design management practices for implementing collaborative approaches to product design innovation have been widely described in design and innovation management literatures, we still know very little about the organizational mechanisms affecting such structures and configurations of design management practices. This study aims to build theoretical explanations as to how we may understand structures of enacted CDI management practices, which is approached through analyses of how firms strive to strategically align design management practices and (corporate) brand management. First, the article presents a theoretical framework for analysing such strategic alignment by elaborating relational perspectives on different strategic approaches to brand management – conceptualized as ‘brand logics’ – and CDI management practices. Second, this framework is then applied to a multiple case study of six Danish small- and medium-sized enterprises operating in the Danish interior design industry. Through within- and cross-case grounded analyses empirical findings reveal relational patterns between two brand logics and two dominant structures of design management practices. As the main contribution of the article, findings suggest that observed differences in enacted structures of CDI management practices across case-companies may be explained on the basis of understanding firm dominant brand logics. Implications for design management theory and practice conclude the article.",
keywords = "design management practices, collaborative innovation, brand management, brand logics, product design semantics, design complementarities",
author = "Nicky Nedergaard",
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language = "English",
volume = "5",
pages = "2.1–2.21",
journal = "Artifact: Journal of Design Practice",
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}

Understanding structures of collaborative design innovation (CDI) management practices : A strategic brand alignment approach. / Nedergaard, Nicky .

In: Artifact: Journal of Design Practice, Vol. 5, No. 1, 2018, p. 2.1–2.21.

Research output: Contribution to journalJournal articleResearchpeer-review

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AB - This article sets out to explain structures of design management practices around theimplementation of product innovation strategies that rely on collaborations with external design consultants, what this article refers to as Collaborative Design Innovation (CDI) strategies. Whilst design management practices for implementing collaborative approaches to product design innovation have been widely described in design and innovation management literatures, we still know very little about the organizational mechanisms affecting such structures and configurations of design management practices. This study aims to build theoretical explanations as to how we may understand structures of enacted CDI management practices, which is approached through analyses of how firms strive to strategically align design management practices and (corporate) brand management. First, the article presents a theoretical framework for analysing such strategic alignment by elaborating relational perspectives on different strategic approaches to brand management – conceptualized as ‘brand logics’ – and CDI management practices. Second, this framework is then applied to a multiple case study of six Danish small- and medium-sized enterprises operating in the Danish interior design industry. Through within- and cross-case grounded analyses empirical findings reveal relational patterns between two brand logics and two dominant structures of design management practices. As the main contribution of the article, findings suggest that observed differences in enacted structures of CDI management practices across case-companies may be explained on the basis of understanding firm dominant brand logics. Implications for design management theory and practice conclude the article.

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