Giulia CALABRETTA, Gerda GEMSER, Nachoem WIJNBREG and Paul HEKKERT
"Innovation and design literature have given limited consideration to the strategic role of design consultancies in the innovation processes of their clients. A plausible explanation is the difficulty to assess the quality of design consultancies’ output, given the intangibility of the output itself and the difficulty of connecting a knowledge-intensive output to clients’ performance indicators. In this paper we examine design consultancies’ impact on their clients’ strategic decision-making as a way of capturing design consultancies’ strategic role in their clients’ innovation efforts. Design consultancies can influence strategic decisions by enhancing three strategic decision-making mechanisms identified by the literature – rationality, intuition, and political behavior. By examining the Dutch design consultancy industry, we find initial evidence of design consultancies’ capability of affecting clients’ strategic decision-making. Early involvement in problem definition and long term relationships with clients strengthen design consultancies’ influence."
PUBLISHED: Proceedings from the The 18th DMI: Academic Design Management Conference, 2012
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