1. Design contributes for the dynamic definition of the tackled wicked problems and creates business opportunities from changes of scope. |
Problem characterization (Simon, 1969Simon, H. (1969). The sciences of the artificial. Cambridge, MA: MIT Press.; Simon, 1973Simon, H. (1973). The structure of ill defined problems. Artificial Intelligence, 4(3-4), 181-201. http://dx.doi.org/10.1016/0004-3702(73)90011-8. http://dx.doi.org/10.1016/0004-3702(73)9...
; Rittel & Webber, 1973Rittel, H. W. J., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4, 155-169.) |
2. Designers master techniques for understanding contexts of use and handling the semantycs of products and services considering users’ point of view and therefore designers are the most capable professionals for mediating User Experience (UX) criteria. |
Design and User Experience (UX) (Lallemand et al., 2015Lallemand, C., Gronier, G., & Koenig, V. (2015). User experience: A concept without consensus? Exploring practitioners’ perspectives through an international survey. Computers in Human Behavior, 42(1), 35-48.) |
3. Emotional dimensions are deteminant for the success considering the relationship between customers and organizations, however there is still a lack of indicators for measuring this impact on business performance. |
Usability emotional criteria (Law et al., 2014Law, E. L., Schaik, P., & Roto, V. (2014). Attitudes towards user experience (UX) measurement. International Journal of Human-Computer Studies, 72, 526-541.) |
4. A view with focus on user experience aims to evaluate how positive has been the significance of the products and services for the users. |
UX Metrics (Law et al., 2014Law, E. L., Schaik, P., & Roto, V. (2014). Attitudes towards user experience (UX) measurement. International Journal of Human-Computer Studies, 72, 526-541.) |
5. Design management is independent from other organizational functions and analyses its capability in influencing the promotion of innovations and organizational change. |
Design management fundamentals (Dickson et al., 1995Dickson, P., Schneier, W., Lawrence, P. & Hytry, R. (1995). Managing design in small high-growth companies. Journal of Product Innovation Management, 12(5), 406-414.) |
6. Design Thinking applies design approaches aiming to identify the best solutions for complex problems in different áreas. |
Design Thinking (Brown, 2008Brown, T. (2008). Design thinking. Harvard Business Review, 86(6), 84-92. PMid:18605031.; Martin, 2010Martin, R. (2010). Design de negócios (1a ed.). Rio de Janeiro: Editora Campus.; Dorst, 2011Dorst, K. (2011). The core of ‘design thinking’ and its application. Design Studies, 32(6), 521-532.; Hartson & Pyla, 2012Hartson, R., & Pyla, P. (2012). The UX Book: Process and guidelines for ensuring a Quality User Experience (1a ed.). San Diego: Morgan Kauffman Publisher.) |
7. Agile Project Management is ideal for promoting the involvement of all areas in the different project phases, sharing the alignment of objectives and the project view, looking for better opportunities with the proposition of value considering the user point of view. |
Agile Project Mangament (Chamberlain; Sharp & Maiden, 2006Chamberlain, S., Sharp, H., & Maiden, N. (2006). Towards a framework for integrating agile development and user-centred design. Lecture Notes in Computer Science, 4044, 143-153. http://dx.doi.org/10.1007/11774129_15. http://dx.doi.org/10.1007/11774129_15...
; Martin, 2010Martin, R. (2010). Design de negócios (1a ed.). Rio de Janeiro: Editora Campus.; Amaral et al., 2011Amaral, D. C., Conforto, E. C., Benassi, J. L. G., & Araujo, C. (2011). Gerenciamento Ágil de Projetos: aplicação em produtos inovadores (2a ed.). São Paulo: Editora Saraiva.; Sheffield & Lemétayer, 2013Sheffield, J., & Lemétayer, J. (2013). Factors associated with the software development agility of successful projects. International Journal of Project Management, 31(3), 459-472.) |
8. Design is the catalyst of innovation opportunities that emerge during development and that can be interpreted in alignment with a sociocultural context (user centered), or as a market change proposal (design driven), that can be associated with a new technology. |
Design driven innovation strategy (Junginger, 2008Junginger, S. (2008). Product development as a vehicle for organizational change. Design Issues, 24(1), 26-35.; Verganti; 2008Verganti, R. (2008). Design, meanings, and radical innovation: A metamodel and a research agenda. Journal of Product Innovation Management, 25(5), 436-456.; Zurlo; Cautela, 2014Zurlo, F., & Cautela, C. (2014). Design strategies in different narrative frames. Design Issues, 30(1), 19-35.; Deserti & Rizzo, 2014Deserti, A., & Rizzo, F. (2014). Design and the cultures of enterprises. Design Issues, 30(1), 36-56.) |
9. Association of design with the generic strategies of an organization potentialize competitive advantages |
General strategy concepts (Kotler, 2002Kotler, P. (2002). Marketing management: millenium edition (10th ed.). Nova Jersey: Pearson Custom Publishing.; Porter, 2008aPorter, M. E. (2008a). Estrategia competitiva: Técnicas para el Análisis de los setores industriales y de la competencia (38a ed.). Cidade do México: Grupo editorial Patria.; Mozota, 2011Mozota, B. B. (2011). Gestão do Design: usando o design para construir valor de marca e inovação corporativa. Porto Alegre: Bookman,.) |
10. Technology strategies contribute to identify the best moments for investing in disruptive innovations aiming to follow the technological evolution that changes the approach for a specific market. |
Technology strategy (Gregory, 1995Gregory, M. J. (1995). Technology Management: a process approach. Proceedings of the Institution of Mechanical Engineers, 209(5), 347-356. http://dx.doi.org/10.1243/PIME_PROC_1995_209_094_02. http://dx.doi.org/10.1243/PIME_PROC_1995...
; Christensen, 1997Christensen, C. (1997). The innovator’s dilemma: when new technologies cause great firms to fail. Boston: Harvard Business School Press.) |