Hostname: page-component-586b7cd67f-t7czq Total loading time: 0 Render date: 2024-11-28T01:00:40.286Z Has data issue: false hasContentIssue false
  • English
  • Français

An Introductory Review of Methods for the Articulation of Strategy in Design

Part of: Design Management

Published online by Cambridge University Press:  26 July 2019

Luca Simeone

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

This paper presents an introductory review of methods to articulate strategy in design. Articulation is here seen as a process in which strategy is more or less strictly and explicitly identified and described, e.g. in relation to key ideas, directions to follow, goals and expected results. The paper surveys existing literature in design research and identifies two broad categories of methods for the articulation of strategy: (1) structured frameworks, and (2) vocabularies and principles.

Keywords

Design methodsDesign managementDesign methodologyStrategyStrategic Design
Type
Article
Information
Proceedings of the Design Society: International Conference on Engineering Design , Volume 1 , Issue 1 , July 2019 , pp. 1065 - 1074
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
© The Author(s) 2019

References

Andrews, K. (1971), The Concept of Corporate Strategy, R.D. Irwin, Homewood, IL.Google Scholar
Baggerud, B., Nesbakken, R. and Liem, A. (2006), “Design Strategy – A Starting Point for Integrated Product Development.”, Proceedings of NordDesign, presented at the NordDesign, Reykjavik, Iceland.Google Scholar
Barney, J. (2001), “Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view”, Journal of Management, Vol. 27, pp. 643–650.Google Scholar
Best, K. (2006), Design Management: Managing Design Strategy, Process and Implementation, AVA Publishing, Lausanne.Google Scholar
van der Bijl-Brouwer, M. and Dorst, K. (2017), “Advancing the strategic impact of human-centred design”, Design Studies, Vol. 53, pp. 1–23.Google Scholar
Boeijen, A. van Daalhuizen, J., Schoor, R. van der and Zijlstra, J. (2014), Delft Design Guide: Design Strategies and Methods, BIS Publishers, Amsterdam.Google Scholar
Borja de Mozota, B. (1998), “Structuring Strategic Design Management: Michael Porter's Value Chain”, Design Management Journal, Vol. 9 No. 2, pp. 26–31.Google Scholar
Borja de Mozota, B. (2003), Design Management: Using Design to Build Brand Value and Corporate Innovation, Allworth Press, New York.Google Scholar
Boyer, B., Cook, J.W. and Steinberg, M. (2011), Recipes for Systemic Change, Sitra/Helsinki Design Lab, Helsinki (Finland).Google Scholar
Boztepe, S. (2016), “Design Expanding into Strategy: Evidence from Design Consulting Firms”, Proceedings of Design Research Society Conference, presented at the DRS2016, Brighton, Uk.Google Scholar
Calabretta, G., Gemser, G. and Karpen, I. (Eds.). (2016), Strategic Design: 8 Essential Practices Every Strategic Designer Must Master, BIS Publishers, Amsterdam.Google Scholar
Casakin, H. (2011), “Associative thinking as a design strategy and its relation to creativity”, Proceedings of ICED, presented at the ICED, Copenhagen, Denmark.Google Scholar
Clifford, J. (2003), On the Edges of Anthropology, Prickly Paradigm Press, Chicago.Google Scholar
Cooper, R., Junginger, S. and Lockwood, T. (Eds.). (2011), The Handbook of Design Management, Bloomsbury Academic, Oxford and New York.Google Scholar
Cross, N. (2008), Engineering Design Methods: Strategies for Product Design, 4th ed., Wiley, Chichester.Google Scholar
Curedale, R. (2015), 50 Selected Design Methods: To Transform Your Design, 2nd ed., Design Community College, Topanga, CA.Google Scholar
Echevarria, A.J. (2017), Military Strategy: A Very Short Introduction, Oxford University Press, Oxford; New York.Google Scholar
Eisenhardt, K.M. and Martin, J.A. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol. 21 No. 10–11, pp. 1105–1121.Google Scholar
Freedman, L. (2013), Strategy: A History, Oxford University Press, Oxford, New York.Google Scholar
Friend, J. and Hickling, A. (2012), Planning Under Pressure, 3rd edition., Routledge, Abingdon, Oxon.Google Scholar
Gaddis, J.L. (2018), On Grand Strategy, Penguin Press, New York.Google Scholar
Gemser, G., de Bont, C., Hekkert, P. and Friedman, K. (2012), “Quality perceptions of design journals: The design scholars’ perspective”, Design Studies, Vol. 33 No. 1, pp. 4–23.Google Scholar
Gould, R., Lagun Mesquita, P., Bratt, C. and Broman, G. (2017), “Why choose one sustainable design strategy over another: a decision-support prototype”, Proceedings of ICED, presented at the ICED, Vancouver, Canada.Google Scholar
Grossberg, L. (1986), “On Postmodernism and Articulation An Interview with Stuart Hall”, Journal of Communication Inquiry, Vol. 10 No. 2, pp. 45–60.Google Scholar
Grundy, T. (2006), “Rethinking and reinventing Michael Porter's five forces model”, Strategic Change, Vol. 15 No. 5, pp. 213–229.Google Scholar
Hambrick, D.C. and Fredrickson, J.W. (2005), “Are you sure you have a strategy?”, Academy of Management Executive, p. 13.Google Scholar
Heskett, J. (2017), Design and the Creation of Value, edited by Dilnot, C. and Boztepe, S., Bloomsbury, New York.Google Scholar
Hill, D. (2012), Dark Matter and Trojan Horses. A Strategic Design Vocabulary, Strelka Press.Google Scholar
Hill, T. and Westbrook, R. (1997), “SWOT analysis: it's time for a product recall”, Long Range Planning, Vol. 30 No. 1, pp. 46–52.Google Scholar
Ho, J.K.-K. (2014), “Formulation of a systemic PEST analysis for strategic analysis”, European Academic Research, Vol. 2 No. 5, pp. 6478–6492.Google Scholar
Holston, D. (2011), The Strategic Designer, How Books, Cincinnati.Google Scholar
Ignatius, A. (2015), “Design as Strategy”, Harvard Business Review, No. September 2015.Google Scholar
Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnér, P. (2017), Fundamentals of Strategy, 4th edition., Pearson Education.Google Scholar
Kempenaar, A. and van den Brink, A. (2018), “Regional designing: A strategic design approach in landscape architecture”, Design Studies, Vol. 54, pp. 80–95.Google Scholar
Kenny, G. (2018), “Your Strategic Plans Probably Aren't Strategic, or Even Plans”, Harvard Business Review, available at: https://hbr.org/2018/04/your-strategic-plans-probably-arent-strategic-or-even-plans (accessed 8 May 2018).Google Scholar
Kotler, P. and Rath, A.G. (1984), “Design: A powerful but neglected strategic tool”, Journal of Business Strategy, Vol. 5 No. 2, pp. 16–21.Google Scholar
Kumar, R. (2014), “Managing Ambiguity in Strategic Alliances”, California Management Review, Vol. 56 No. 4, pp. 82–102.Google Scholar
Liedtka, J. (2002), “In Defense of Strategy as Design”, California Management Review, Vol. 42 No. 3, pp. 8–30.Google Scholar
Lockwood, T. and Walton, T. (Eds.). (2008), Building Design Strategy, Allworth Press, New York.Google Scholar
Love, L.G., Priem, R.L. and Lumpkin, G.T. (2002), “Explicitly Articulated Strategy and Firm Performance Under Alternative Levels of Centralization”, Journal of Management, Vol. 28 No. 5, pp. 611–627.Google Scholar
Mansfield, N.J. (2016), “Ranking of Design Journals Based on Results of the UK Research Excellence Framework: Using REF as Referee”, The Design Journal, pp. 1–17.Google Scholar
Manzini, E. (2015), Design, When Everybody Designs: An Introduction to Design for Social Innovation, The MIT Press, Cambridge, Massachusetts.Google Scholar
McCullagh, K. (2008), “Strategy for the Real World”, in Lockwood, T. and Walton, T. (Eds.), Building Design Strategy, Allworth Press, New York, pp. 67–78.Google Scholar
Menon, A., Bharadwaj, S.G., Adidam, P.T. and Edison, S.W. (1999), “Antecedents and consequences of marketing strategy making: a model and a test”, The Journal of Marketing, pp. 18–40.Google Scholar
Meroni, A. (2008), “Strategic design: where are we now? Reflection around the foundations of a recent discipline”, Strategic Design Research Journal, Vol. 1 No. 1, pp. 31–38.Google Scholar
Mintzberg, H. (1978), “Patterns in Strategy Formation”, Management Science, Vol. 24 No. 9, pp. 934–948.Google Scholar
Mintzberg, H. (1994), “The Fall and Rise of Strategic Planning”, Harvard Business Review, No. January-February 1994, available at: https://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning (accessed 27 March 2018).Google Scholar
Mirabeau, L. and Maguire, S. (2014), “From autonomous strategic behavior to emergent strategy: From Autonomous Strategic Behavior to Emergent Strategy”, Strategic Management Journal, Vol. 35 No. 8, pp. 1202–1229.Google Scholar
Nixon, N.W. (Ed.). (2016), Strategic Design Thinking, Bloomsbury, New York; London.Google Scholar
Norton, D.P. and Kaplan, R.S. (1996), The Balanced Scorecard: Translating Strategy Into Action, Harvard Business School Press, Boston.Google Scholar
Paret, P. (Ed.). (1986), Makers or Modern Strategy, Princeton University Press, Princeton, N.J.Google Scholar
Porter, M.E. (1980), Competitive Strategy Techniques for Analyzing Industries and Competitors, The Free Press, New York.Google Scholar
Porter, M.E. (1996), “What is Strategy”, Harvard Business Review, Vol. 74 No. 6, pp. 61–78.Google Scholar
Raynor, M.E. (2007), The Strategy Paradox: Why Committing to Success Leads to Failure, Doubleday, New York.Google Scholar
Rumelt, R. (2011), Good Strategy, Bad Strategy, Crown Business, New York.Google Scholar
Simeone, L. (2016), Design Moves. Translational Processes and Academic Entrepreneurship in Design Labs, Malmö University, Malmö, Sweden, available at: https://dspace.mah.se/handle/2043/21426.Google Scholar
Simeone, L., Drabble, D., Iacopini, G., Van Dam, K., Morelli, N., De Götzen, A. and Cullen, J. (2019), “Articulating a strategic approach to face complexity in design projects: The role of Theory of Change”, Proceedings of the Academy for Design Innovation Management Conference, London, UK.Google Scholar
Stevens, J. and Moultrie, J. (2011), “Aligning Strategy and Design Perspectives: A Framework of Design's Strategic Contributions”, The Design Journal, Vol. 14 No. 4, pp. 475–500.Google Scholar
Svengren Holm, , L. (2011), “Design Management as Integrative Strategy”, in Cooper, R., Junginger, S. and Lockwood, T. (Eds.), The Handbook of Design Management, Berg, Oxford and New York, pp. 294–315.Google Scholar
Teece, D.J., Pisano, G. and Shuen, A. (1997), “Dynamic Capabilities and Strategic Management”, Strategic Management Journal, Vol. 18 No. 7, pp. 509–533.Google Scholar
Thackara, J. (2005), In the Bubble: Designing in a Complex World, MIT Press, Cambridge Mass.Google Scholar
Tripp, C. (2016), “Tools for Strategic Design”, in Nixon, N.W. (Ed.), Strategic Design Thinking, Bloomsbury, New York; London, pp. 91–113.Google Scholar
Webster, J. and Watson, R.T. (2002), “Analyzing the past to prepare for the future: Writing a literature review”, MIS Quarterly, pp. xiii–xxiii.Google Scholar
Zurlo, F. and Cautela, C. (2014), “Design Strategies in Different Narrative Frames”, Design Issues, Vol. 30 No. 1, pp. 19–35.Google Scholar