Management of design alliances : sustaining competitive advantage



Management of design alliances : sustaining competitive advantage

edited by Margaret Bruce and Birgit H. Jevnaker

John Wiley & Sons, c1998

  • : hardcover


Design alliances

大学図書館所蔵 件 / 1



Includes bibliographical references and index



" the management of design alliances has become necessary for business to be successful, responding to challenges of new complexity. ever increasing specialisation pushes people in different disciplines away from each other, so that managing alliances between members of multidisciplinary teams poses a continuing challenge. This book shows us how to meet these challenges and manage these and other alliances. It is deeply researched and full of interesting and relevant examples." Bill Moggridge, co-founder, IDEO Design is a creative source of competitive advantage for companies. Trends indicate that design expertise is increasingly outsourced by companies. This book focuses on design alliances and how these can be most effectively managed to achieve commercial success. It argues that the creative knowledge is located in the alliance formed between the client and design firm and that this can become a strategic competence which impacts on the company's innovative ability and business performance. If the design alliance is nurtured and incorporated into decision-making at a strategic level, then the commercial benefits are high. But if the design alliance is neglected, then the outcome can be disastrous. A unique feature of the book is the way in which it brings together a conceptual framework for examining design alliances, coupled with practical examples in the form of international case studies which deal with all aspects of the process, so as to cover the acquisition, absorption and sustenance of a design-based competitive advantage. These cases include, among others, Ericsson's mobile phone, Novo Nordisk's Novo Pen, HAG's office furniture, Ingersoll-Rand's tools and IBM's Notebook computer. By using examples, cases and dialogue with practitioners, the book's appeal is enhanced to include both academics and practitioners. This includes students of design, strategic management, product development, marketing and technology, and managers involved in design and product development.


  • Part 1 Acquisition of design expertise: building up organisational capabilities in design
  • in-house, outsourced or a mixed approach to design. Part 2 Capabilities in global new product development: sourcing design competencies - Ingersoll Rand
  • global new product development - IBM Notebook Computers
  • absorbing or creating design ability: HAG, HAMAX and TOMRA
  • Novo Nordisk A/S - innovative design for diabetics
  • integrating design and strategic resource - the case of Ericsson Mobile Communications
  • design and competitive advantage - the case of Marimekko Oy, a Finnish fashion firm. Part 3 Design expertise perspectives: design management lessons from the past: Henry Dreifus and American business
  • the contribution of design to business - a competence-based perspective
  • challenge of design relationships - the converging paradigm
  • a comparative study of design professionals. Part 4 Lessons for the future.

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