Cooper, R; Bruce, M; Wootton, A; Hands, D and Daly, L (2003) Managing design in the extended enterprise. Building Research & Information, 31(5), pp. 367-378. ISSN 0961-3218
Abstract
Design is a key driver of the innovation process. It is the creative engine underpinning a new product or service. Quite often, however, design is treated as the Cinderella of the innovation process and as such can be neglected and not managed as integral to the innovation process. Using examples from construction and manufacturing sectors, effective approaches to design management in the extended enterprise are identified. The process protocol has been developed for construction and, as shown here, can also be adopted for effective design management in manufacturing.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | customer value; design; design management; design quality; innovation; supply chain management |
| Index terms: | design quality, design management |
| Subjects: | professional practice, design process |
| Topics: | Design Practice |
| Descriptive scope: | 1 P |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here