부산대학교 도서관

Research has identified the beneficial impact that design-led innovation can have on the competitive success of organisations, however there has been a lack of supporting research that builds on this domain in order to identify areas of best practice for the initial integration of design-led innovation into organisational innovation practices. This study aims to fill this gap by investigating the way in which three multinational science and technology-led corporate organisations have attempted this integration. Data collection was guided by a case study approach and occurred in the form of embedded engagements leading to semi-structured interviews, with corporate staff across three in-depth cases. The findings of the research have utilised the case study data to underpin the creation of a theoretical framework that is capable of explaining the way in which design-led innovation has been integrated across the three corporations. The framework demonstrates a cyclical relationship between organisational culture, strategy, structure and operations; in order to provide an explanation for the way in which design has been integrated based on the presence of various barriers to and enablers of design-led innovation. The research findings have importance to business leaders, practicing design managers and academics. For business leaders and design managers, the work offers guidance for optimal practices to integrating design-led innovation, through both top-down and bottom-up approaches, supported by examples from the participating cases. In the case of design academics, the research furthers the theoretical understanding surrounding the way in which design-led innovation occurs, particularly with the creation of a dynamic framework, which differs from existing static approaches.