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Evans, M & Thomas, P (2011) Product That Tell Stories: The use of product semantics in the development and understanding of future products. Design Education for Creativity and Business Innovation, 13th Engineering and Product Design Education International Conference, City University, London, UK, September 2011
by Martyn Evans
This paper explores the relationship between semantics and product design, and its role in the communication of new... more This paper explores the relationship between semantics and product design, and its role in the communication of new product types to users. It focuses on supporting product design students in the development of understanding of the theoretical base of semantics, and in turn how this can underpin the development of narratives that assist users in addressing the challenge of how to conceptualise and interact with new products types.
Cooper, R., Evans, M & Williams, A (2011) New Design Business Models: Implications for the Future of Design Management. In: The Handbook of Design Management. (eds) Cooper, R., Junginger, S & Lockwood, T, Berg Publishing, pp.495-511.
by Martyn Evans
Design management in the UK has developed significantly since the early 1990s, with design managers now operating... more
Design management in the UK has developed significantly since the early 1990s, with design managers now operating across both design consultancies and within businesses. These organizations operate in a dynamic global environment; as such it is necessary to respond to changes, especially in the business environment in which the design industry itself operates. This chapter draws on the results of a study conducted by the authors and colleagues into the future of the UK design industry, which considers the implications for design management in the design consultancy sector as well as design management in its client base.
The study described in this chapter, Design 2020, identifies challenges and opportunities that the UK design industry will face in the second decade of the twenty-first century and presents a framework to signpost and support change.1 The remainder of this chapter explains the research context, the findings of each stage of the study, followed by discussion of the results with implications and recommendations for those involved in design management.
Choi, Y, Lim, S & Evans, M (2012) Supporting Design: National Business Support Programmes in the UK and South Korea. The Design Journal, Vol.15, No.1, pp.79–104
by Martyn Evans
This paper discusses a comparative study of national business support programmes in design operated by National Design... more This paper discusses a comparative study of national business support programmes in design operated by National Design Centres (NDCs) in the UK and South Korea. The research identified the drivers for, and barriers to, implementing national support programmes in design and presents the recommendations for new approaches to the development and implementation of such programmes. The research findings illustrate that while there are some similarities in barriers to implementing such programmes, government support for businesses through NDCs differs in the two countries due to the different content and structure of programme delivery. The research findings also indicate that critical issues influencing national support in design are autonomy and respective organizations’ perspectives and purposes.
Service Design and Organizational Change: Bridging the Gap Between Rigour and Relevance
co-authored with Daniela Sangiorgi
Download (.pdf)Evans, M (2011) Empathising with the Future: Creating Next-Next Generation Products and Services. The Design Journal. Vol.14, No.2, pp.231–252
by Martyn Evans
This paper discusses the challenges faced by design when it seeks to empathise with future contexts of life and... more This paper discusses the challenges faced by design when it seeks to empathise with future contexts of life and society. It presents a design-led futures framework that outlines approaches suitable for designers when developing next-next generation products and services. This framework enables designers to empathise with our future lives and as such provide next-next generation products and services that are not only required by future consumers, but are desired. Based upon analysis of 30+ interviews with leading exponents of design-led futures in Europe and the USA, the framework provides a road map for designers to empathise with consumers in the future.
Sun, Q., Williams, A & Evans, M (2011) A Theoretical Design Management Framework. The Design Journal. Vol.14, No.1, pp.112-132
by Martyn Evans
Design management is a relatively new concept compared with either design practice or management science. There have... more
Design management is a relatively new concept compared with either design practice or management science. There have been various approaches which have tried to conceptualize design management issues, but most of these have considered design management in an organizational perspective, in isolation from the context in which the design profession is practised – the design industry – and thus are unlikely to capture the emerging issues driven by design industry trends. This suggests a need for a design management model that conceptualizes design management practice in addressing the issues of concern to various stakeholders within the sector.
This paper develops a conceptual framework by positioning design management within the design industry’s knowledge supply chain. It defines design management as the management of the interface between design practice and other industry forces. The proposed conceptual framework is evaluated by comparing it with existing theoretical concepts and models. It concludes by identifying roles missing from classical design management theory, and suggesting region-specific design management remits, which recognize how the emerging role for design managers is likely to differ.
Choi, Y., Cooper, R., Lim, S & Evans, M (2010) National Support for Design - Developing Propositional Models. Design Management Review (Journal of Design Management Institute), Vol. 22, No. 1, Winter 2010, pp. 60-69.
by Martyn Evans
Design is acknowledged as a key tool for enhancing competitiveness and economic success in the face of rapidly... more Design is acknowledged as a key tool for enhancing competitiveness and economic success in the face of rapidly changing markets and increased global competitiveness. Businesses increasingly recognize its importance and utilize it to achieve business objectives and thus increase competiveness. Seeing this, many governments have introduced national design policies to help businesses, particularly SMEs, use design to develop and implement new products and services. This paper will discuss such policies and how best to grow and use them. The UK’s Design Council (DC) and South Korea’s Korean Institute for Design Promotion (KIDP) are government-funded national design centers (NDCs). To understand national design policies in these two countries, and to consider alternative structural models for developing and implementing such policies, we began by studying these two NDCs. The UK and South Korea demonstrate differences in the level of maturity in their design support, yet similarities in design and innovation index ranking. Both countries are regarded as having a clear and effective design policy and have applied government design policy and promotion programs that have intensified the role of design in the competitive international market. With the largest design industry in Europe, the UK has a strong government-supported design export program.2 The South Korean government has invested in design promotion, increased the quality and quantity of design education, and extended the use of design in industry, gaining recognition for its ambitious design-policy framework. The research discussed here combined qualitative (literature review and interviews) and quantitative (survey) data to understand approaches to design policy in each country. Twenty-nine in-depth interviews were conducted with key stakeholders in a range of organizations involved with national business support programs for design.
Evans, M (2010) The Design Social: Framing Social Research Methods for Design Postgraduates. Connected 2010: International Conference on Design Education, University Of New South Wales, Sydney, Australia, July 2010.
by Martyn Evans
This paper discusses approaches for framing social research methods within postgraduate design curricula, details the... more This paper discusses approaches for framing social research methods within postgraduate design curricula, details the responses of postgraduate design students to the possibilities presented by social research methods, and concludes with a case study of the adoption experiences of PhD students in design when engaging with social research methods. Analysis of semi-structured interviews is employed to draw out perceptions and experiences of design postgraduates when engaging with social research methods. The relationship between design and social research methods is explored and the potential association to postgraduate design curricula considered. The research draws upon discourse within design (such as Krippendorff (1995), Durling (2002), & Poggenpohl (2009)) to enliven the debate surrounding the need for designers to engage in a meaningful way with research methods beyond the design domain while placing design at the centre of this debate.
Gender & Design: Exploring Practices, Products and Processes
Junginger, S. 2002. “Gender & Design: Exploring Practices, Products and Processes,” International Conference on the History of Technology, Granada, Spain, 2002.
Organizational Change and Human-Centered Product Development
Junginger, S. 2003. “Organizational Change and Human-Centered Product Development,” (CD-ROM) Conference Proceedings, 9th Australian and New Zealand Systems Conference: Systems in Action, Melbourne, 2003.
A Different Role for Human-Centered Design within the Organization
Junginger, S. 2005. “A Different Role for Human-Centered Design within the Organization,” (CD-ROM) Conference Proceedings of the 6th Annual Conference of the European Academy of Design, Bremen.
Human-Centered Interaction Design: A Study in Collective Creativity
Junginger, S. 2006. “Human-Centered Interaction Design: A Study in Collective Creativity,” presented at the Academy of Management pre-conference session on Critical Management Studies, August 2006.
Of Drifters, Accommodators, Transformers–and Design
Junginger, S. 2006. “Of Drifters, Accommodators, Transformers–and Design,” presented at Wonderground, the 2006 conference of the Design Research Society.
Preparing Design Students for a Different Role Within the Organization
Junginger, S. 2007. “Preparing Design Students for a Different Role Within the Organization,” 9th International Conference on Engineering and Product Design Education: Shaping the Future: 525-530.
Discovering Design in the Organization: Reflecting on Trends in Design & Management
Junginger, S. 2007. “Discovering Design in the Organization: Reflecting on Trends in Design & Management,” Conference Proceedings (CD-ROM) International Association of Societies of Design Research: Emerging Trends, Hongkong.
Re-visiting Corporate Identity as a Form of Organization Design
Junginger, S. 2008. “Re-visiting Corporate Identity as a Form of Organization Design,” presented at the European Group for Organizational Studies 2008 Conference, Amsterdam.