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This study aims to explore the enablers and barriers to design-driven innovation, defined as the innovation of product meanings, in the product-development process. Previous research provides some insights into what enables and hinders design-driven innovation; however a detailed understanding of these factors is missing.

A long-term case study was conducted at a furniture company between 2009 and 2016. Interviews were conducted with respondents within the company, as well as with partners such as retailers and designers.

This paper presents an overview of the identified enablers and barriers. The results demonstrate that enablers and barriers occur in all phases of the product-development process. Second, the connections between enablers and barriers are presented. These are found both within and across different phases, and extend beyond the company’s influence.

This study demonstrates how the innovation of product meanings is influenced throughout all phases of the product-development process. Therefore, there is a need to go beyond the mere identification of enablers and barriers. More is gained from generating a thorough understanding of the causes and connections of these factors, including the changes over time.

This study demonstrates the need for companies to be able to map what enables and hinders design-driven innovation in their product-development process, where a distinction needs to be made between internal and external factors, to enhance value creation.

This study presents a rare long-term case study on design-driven innovation. This study provides new knowledge on the enablers and barriers a company faces while adapting its product-development process to accommodate design-driven innovation.

The purpose of this study is to determine how design should be managed to develop truly innovative products and services. Three management levers were examined: design leadership, design inclusion and design thinking.

The study was carried out as a survey of innovation managers in the USA. The survey measures were developed from the design and innovation literature. Over 300 managers participated in the survey, and their responses were analyzed by using multiple regressions and other statistical tools.

All three aspects of design that were studied – leadership, team inclusion and thinking – were found to significantly and positively impact new product and service innovativeness. Of these factors, the most important contributor to innovativeness was design thinking, with having more than three times the impact of the other two. Also, firms that are large, publicly held and technology-intensive are on average more innovative.

To increase the innovativeness – or novelty, interest in and influential – of new products and services, managers should appoint designers as leaders on innovation project, include designers in development teams and above all integrate the design thinking process in organizations.

This study determines that design leadership, inclusion and thinking increases the innovativeness of new products and services.

In product modular design tasks, especially in the high-tech manufacturing industry, buyers and supplies play distinct roles, which may have different impacts on product architectural and modular innovation. Prior research has tended to view product innovation as a holistic concept, overlooking the importance of this differentiated influence. This study, from a modular design perspective, aims to clarify the impact of black-box supplier involvement on product architectural and modular innovation, as well as the influence of product modularity on these relationships.

Based on the theory of product modular design, this study decomposes product innovation into architectural and modular innovation from the perspective of the product internal structure to conduct in-depth theoretical analysis and model construction. A total of 276 valid questionnaires are collected from typical Chinese high-tech manufacturing firms and used to empirically test the constructed theoretical model using multiple hierarchical regression analysis.

The results show that black-box supplier involvement positively affects modular innovation and takes an inverted U-shape, as moderated by product modularity. However, the impact of black-box supplier involvement on architectural innovation shows contradictory differences at different modularity levels. Under a low level of product modular design, black-box supplier involvement has a negative impact on architectural innovation, but under a moderate level of modular design, it has a positive impact. After the degree of modular design exceeds a certain threshold, the impact gradually weakens.

The results provide valuable insights for managers, highlighting the need to avoid oversimplifying the innovation impact of black-box suppliers solely based on overall product innovation. Instead, a more accurate assessment of the innovation contributions of both the buyer and supplier should be based on the degree of architectural and modular innovation. Additionally, the findings suggest that managers should consider the alignment between their company's product modular design features and innovation priorities (i.e. modular innovation or architectural innovation) when determining an appropriate supplier collaborative development strategy.

This study not only reveals the different impacts of black-box supplier involvement on architectural and modular innovation, but also proves the significant synergistic innovation effect of the relationship between black-box supplier involvement and product modularization. It constitutes an enriched and deepened exploration in the existing research on supplier involvement in product innovation.

The purpose of this paper is to explore how a company which developed an environmentally friendly innovation attempted to address diffusion issues. Specifically, the purpose is to describe the ways in which an electric vehicle (EV) infrastructure company, in partnership with a major car manufacturer, tried to address barriers to diffusion of an environmentally friendly innovation during the development stage to improve the likelihood of success and lessons learned from its failure.

The authors explore a single instrumental case of an Israeli company that developed infrastructure for EVs in partnership with a major automaker. The authors collected data using a series of semi-structured interviews at the companies’ headquarters, through direct observation in the company, and through the examination of archival and secondary data sources.

The authors find that the company tried to incorporate design features in both the product and organization to address key diffusion barriers identified through survey and consumer focus research. The study maps product/service design innovations for infrastructure that combined with multi-stage organizational diffusion strategies for EVs, were used to address both functional (usage, value, and risk) and psychological (tradition and image) barriers for mass-market adoption.

The study provides insights on how to incorporate information about barriers to adoption into product/service design and on the development of organizational-level diffusion strategy to address changes of customer’s behavior required by certain innovative sustainable solutions. In addition, the authors speculate potential causes for more recent developments with the technology that can serve as a lesson for future projects.

Past studies have advanced the knowledge about issues surrounding the adoption and diffusion of EVs. The study expands this stream of research by focussing on product/service and organizational strategy design and by illustrating, through an empirical exploratory case study, how a company attempted to overcome these obstacles. The authors advance various propositions and point out potential exciting avenues for future research on the dissemination of environmentally friendly innovations.

Mastering innovation in highly regulated markets might require companies to overcome significant barriers. Rules, laws and limitations on social, economic and institutional dimensions can hinder the ability of a company to transfer knowledge within and across organizational boundaries. However, as recent research in innovation management increasingly advocates user involvement and early understanding of user needs as best practices, the inability to freely interact with customers due to highly regulated market restrictions can hinder the company’s capability to innovate. Hence, this paper aims to shed light on how an emerging managerial approach, such as Design Sprint, can support companies operating in highly regulated markets to overcome user involvement limitations and boost human-centered innovation.

This paper sheds light on how to boost innovation in a highly regulated market by leveraging an in-depth case study. The study investigates the use of the Design Sprint approach adopted by the pharmaceutical multinational Johnson & Johnson to revise the way its R&D department orchestrates the new product development process, overcoming the user involvement challenges of highly regulated markets.

In analyzing six different projects undertaken in the past two years, the findings illustrate three microfoundational dimensions of the Design Sprint approach in highly regulated markets, the so-called 3T model: team, time and tools. Indeed, deploying the Design Sprint in a highly regulated market has proven that being able to experiment in the early stages, building rough prototypes in real-time and openly collaborating with partners is crucial to boost innovation and anticipate constraints.

The paper sheds light on the Design Sprint approach by initially grounding an emerging managerial approach on organizational and management theory, leveraging the lens of microfoundations. In doing so, this study suggests how Design Sprint is based on the pillars of experimentation, knowledge transfer and co-creation usually neglected in highly regulated markets where user involvement is challenging. Finally, this study discloses the importance of using a design-based methodology in fostering innovation in highly regulated markets.

The aim of this work is to provide an initial picture of how some design agencies are contributing toward a paradigm shift and how they are developing in the future to better inform design policies and interdisciplinary work. There is a general agreement that the current government and public sector structure and modes of operation need radical transformation. In this scenario, a shift from New Public Management towards New Public Governance paradigm has been auspicated. Design has attracted attention as a potential approach to support this transformation, but research into Service Design, as well as discussions on its future development, for public sector innovation is limited. This paper is an exploratory study into the individual work of seven representative UK design agencies operating for and within the public sector.

The paper reviews literature on public sector reform and innovation to inform comparative studies of contemporary design agencies working for public sector reform. Interviews with seven designers from NHS Institute for Innovation and Improvement, Participle, Innovation Unit, Uscreates, Collaborative Change, Futuregov and Snook are conducted to review their perceived role for public sector reform, their design approaches, exemplar projects and main challenges.

Emerging design strategies for Public Sector reform are: a collaborative design approach that considers all stakeholders as equal co-creators of public value; operating at different complementary levels to aim at systemic change; designing from the inside out (innovation culture) and outside in (market change). These different strategies imply the development of possible different business models. Existing creative tensions appear between embedding and outsourcing strategies, acting as facilitators vs designers, developing both designing and service delivery roles.

This paper is based on a limited sample of design agencies, and it is not a systematic study into the impact of their design work, which should be the object of a following study.

This paper brings Service Design practice into public sector innovation debate to inform future interdisciplinary research and innovation policies. It positions existing design innovation strategies within the wider picture of public sector reform to support a more informed design practice.

Few studies have looked at the UK design agencies for public sector innovation and discussed their possible future developments. This paper provides an original and holistic description of design for public sector innovation with considerations on how it should be interpreted when developing supporting innovation and design policies.

The purpose of this paper is to study the design process innovations that enabled the successful delivery of a hybrid, mass-timber high-rise building in Canada, the Brock Commons Tallwood House at the University of British Columbia. It is one of a set of papers examining the project, including companion papers that describe innovations used during the mass timber construction process and the impact of these innovations on construction performance.

A mixed-method, longitudinal case study approach was used in this research project to investigate and document the Tallwood House project over a three-year period. Both quantitative and qualitative data collection and analysis techniques were used. Graduate student researchers were embedded within the project team to observe meetings and decision-making and to conduct periodic interviews.

The research highlights a case of a balanced triple-helix system that provided a context for the successful “clustering” of product and process innovation, which were developed and implemented to flow throughout the project’s lifecycle and across its supply chain to provide benefits at each stage. Four significant process-based innovations were implemented at the design phase of the building project to support radical product innovation: an integrated design process, virtual design and construction, designing for manufacturing and assembling and a rigorous quality control and quality assurance process. The product innovations developed through these process innovations were the structural system and the prefabricated envelope system. The context of innovation was seen to allow this “clustering,” which is believed to be a key condition of success and enabled the efficient and successful delivery of the project. Generally, the approach was successful; however, some factors including the number of stakeholders and good-faith collaboration may limit the replicability of these strategies.

This paper presents an in-depth investigation into the instantiation of an innovation system, identified as a balanced triple-helix system, which enabled and facilitated the design and decision-making process for a radical product innovation. Moreover, this paper describes the deployment of a “cluster” of process innovations that flowed throughout the project’s lifecycle and across the project supply chain. This was seen as a key factor in ensuring the successful delivery of the project.

This paper explores how learning processes supported by intensive use of design can favour absorptive capacity in open innovation contexts characterised by the interaction of a high number of diverse stakeholders.

The paper combines the insights from theory with the empirical evidence gathered by adopting a case study approach.

Findings provide evidence about the role of design-based learning to facilitate intra- and inter-organisational knowledge flows and to sustain absorptive capacity through processes of recognition, internalisation and adoption.

The study integrates currently distinct research streams focussing on (1) design research, particularly on how design can support knowledge processes and specific learning processes and (2) open innovation, particularly regarding how to enhance absorptive capacity in those contexts in which a high number of diverse stakeholders interact.

This study can help companies, research institutions and other organisations leveraging open innovation to reflect on the potential of design-based learning processes and on how to deliberately facilitate such processes in their projects.

The original contribution provided by this study is to explore open innovation through some analytical categories elaborated in design research concerning materially grounded forms of design-based learning. In particular, the study investigates how design supports knowledge transfer, sharing, translation and creation.

The paper aims to explore the relationship between gamification and design thinking approach to innovation in the context of the early stage of innovation process (ESoIP). Design thinking is conceptually appropriate to support innovative, complex and uncertain business environments. Still, its practices have demonstrated some difficulties in managing the ESoIP, such as lack of structure and clarity around goals. This paper argues that gamification can enhance and complement design thinking in the management of firms' ESoIP.

Given the need to achieve a deeper understanding of the linkages between gamification and design thinking, the paper follows an exploratory theory building approach for this complex reality of innovation. The case study research method was conducted in three firms (Trivalor, Novartis and Microsoft) that applied a gamification approach to the ESoIP.

The results demonstrate that gamification has the power to enhance and complement design thinking practices by getting tasks more organized and improving coordination and employees' engagement in the innovation process.

The paper provides critical managerial contributions on how firms can use gamification to improve design thinking approaches to ESoIP. Its consequences are also crucial to innovation, R&D, and product/service development managers interested in using gamification to support the ideation and concept development of new solutions complementing traditional design thinking approaches.

Merging the gamification and design thinking approaches is novel, particularly on firms' ESoIP. The paper provides a comprehensive discussion of design thinking shortcomings and the role that gamification can play in overcoming them.

The purpose of this paper is to introduce the concept of meaning as a relevant but missing link in understanding the building blocks of service innovation informed by service-dominant (S-D) logic. In exploring the role of meaning in service innovation, especially related to new value propositions, resource integration and new value cocreation, the authors suggest using the conceptualization of meaning within human-centered design, which has an established body of knowledge on addressing how actors engage and interact.

The paper builds an actionable conceptual framework that relates meaning to central tenets of service innovation, such as resource integration, value propositions and cocreation of value. It delineates the central building blocks of service innovation and conceptually integrates them with meaning to explain the underlying mechanisms of service innovation related both to its development and adoption.

The findings highlight how and why meaning precedes value creation and directs resource integration. Indicating that meaning is driven by experience of earlier interactions it delineates its relationships with new value formation and positions resource interpretation as a driver of this process.

This paper extends the understanding of service innovation in relation to S-D logic, with meaning as a conceptual link to aspects of S-D logic that claim a phenomenological nature. Meaning contributes to S-D logic by providing an understanding of how beneficiaries form intentions to engage in value creation and resource integration. Additionally, by integrating service and design research domains, this paper suggests possibilities for multidisciplinary contributions in future research.