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- Johansson, Ulla, 1948, et al.
(author)
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Designers dancing within hierarchies: The importance of non-hierarchical power for design integration and implementation
- 2010
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In: New Perspectives in Design Management: Selected writings from Business & Design Lab 2007-2010. - Göteborg : Business & Design Lab Publications. - 9789163373701 ; , s. 95-122
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Book chapter (other academic/artistic)abstract
- This chapter presents the authors' belief that hierarchical thinking and notion of power need to change before organizations can take advantage of the specific competence of designers, They introduce Mary Parker Follett's theoretical power discourse, developed in the 1920s to demonstrate an alternative view of power to classical management thinking, and relate Follett's notion of power with the characteristics of designers competence. One reason for the practical difficulties of integrating design as a strategic resources many be problems associated with doing creative work within a hierarchical organization; these obstacles can be overcome if managers and designers value a "circular response" and follow "the law of the situation."
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- Johansson, Ulla, 1948
(author)
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Introduction: The history and scope of design management
- 2010
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In: New Perspectives in Design Management: Selected writings from Business & Design Lab 2007-2010. - Göteborg : Business & Design Lab Publications. - 9789163373701 ; , s. 11-23
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Book chapter (other academic/artistic)
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- Johansson, Ulla, 1948, et al.
(author)
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Towards a better paradigmatic partnership between design and management
- 2010
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In: New Perspectives in Design Management: Selected writings from Business & Design Lab 2007-2010. - Göteborg : Business & Design Lab Publications. - 9789163373701 ; , s. 37-70
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Book chapter (other academic/artistic)abstract
- The chapter probes the academic area of design management that straddles the disciplines of design and management, the practice of managing designers, and the emerging corporate interest in the design concept. Drawing on Burrell and Morgan's (1979) paradigmatic framework, the authors problemetize the way knowledge from design merges with knowledge from management. They claim that currently design management is primarily a partnership between "main-stream management research" and design, with opportunities for more fruitful collaboration with other management paradigms.
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