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Unchaining the value of design

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  • Schneider, Eric

Abstract

Design in the 1980s is big business, but relatively few organisations seem to appreciate the nature and breadth of its potential contribution. To the extent that design has been absorbed into corporate thinking, it has primarily related to product design. There has been little done to incorporate design in its broadest sense into current business analytical and strategic frameworks. To redress the balance in this paper Schneider presents a picture of design as a broad ranging corporate resource, and suggests how, using analytical frameworks such as Porter's value chain, design can be integrated into corporate strategic planning in a manner which exploits the breadth and subtleties of its contribution.

Suggested Citation

  • Schneider, Eric, 1989. "Unchaining the value of design," European Management Journal, Elsevier, vol. 7(3), pages 320-331, September.
    • Handle: RePEc:eee:eurman:v:7:y:1989:i:3:p:320-331
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    Cited by:

    1. Meinel, Martin & Eismann, Tobias T. & Baccarella, Christian V. & Fixson, Sebastian K. & Voigt, Kai-Ingo, 2020. "Does applying design thinking result in better new product concepts than a traditional innovation approach? An experimental comparison study," European Management Journal, Elsevier, vol. 38(4), pages 661-671.
    2. Johannes Behrisch & Mariano Ramirez & Damien Giurco, 2011. "Representation of Ecodesign Practice: International Comparison of Industrial Design Consultancies," Sustainability, MDPI, vol. 3(10), pages 1-14, October.

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