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The purpose of this paper is to discuss how brassiere manufacturers develop new designs for bra products, suitable for individual consumers, through consumer codesign.

New product design that relies on conjoint analysis algorithms can depict multidimensional attribute profiles, such that consumers' choice behavior reflects their preferences and overall judgment of the profiles. This statistical technique provides a means to codesign and customize bra products and thereby enhance the overall bra design process.

Bra products codesign suggests goals such as attractive appearance, shoulder strap style, vivid/mild color, elegance/sexy lace, comfort/practicality, fabric, lining, comfort/attractive appearance, neckline design, comfort/excellent function cut, sewn cups, and generous quantities. The most preferred combination of attributes for all respondents is a cotton/cotton blend fabric, seamless bra that offers a detachable shoulder strap, lavender color, a two‐strap style, lace details, and a low‐cut plunge neckline. The paper illustrates consumers' bra awareness attributes, codesign approach, and individual optimum individualized bra designs.

The results provide a useful source of information for product managers, who should consider the use of codesign to design the best products for individual consumers and decrease the risk of design failure, as well as promote consumer loyalty and satisfaction toward the product.

The paper provides a unique method to understand the new product codesign structure and make bra product design decisions that integrate optimum individualized design.

The authors conducted an action research study with the aim of understanding current commercial offerings in modular designs in virtual environments and to explore modularity development based on consumer input for the purpose of personalizing three-dimensional (3D) virtual fashion stores.

Through five phases of diagnosing, action planning, action taking, evaluating and specifying learning, the authors attempted to diagnose the current commercial offerings of modular designs in virtual spaces and to identify the right type and the number of modules and modular options for personalizing 3D virtual stores based on consumers' actual designs and focus group input. The authors then further conceptualized modules to serve as an example for developing modularity in 3D virtual reality (VR) stores.

In the diagnosing phase, the authors investigated the modularity structure of cocreating a retail store in two popular virtual worlds: Second Life and The Sims 4. In the evaluation phase, the authors identified modules and modular options for personalizing 3D virtual stores based on a content analysis of consumers' post-design focus group discussions. In the last phase (specifying learning), the authors conceptualized a total of nine modules and 38 modular options for personalizing 3D virtual stores, including style, price point, product category, color, presence of avatar, virtual product try-on, music, product recommendation and product customization.

The significance of this study lies in the pioneering methodological work of identifying, creating and visualizing 3D VR modular store options based on consumer input and in improving the authors’ understanding of current commercial offerings. This study also enriches design theories on cocreation systems. The authors’ suggested modules for personalizing 3D virtual stores could inspire future evidence-based designs to be readily used by VR retailers as well extend the application of mass customization theory from the realm of product development to retail environments.

The study is positioned at the crossroads of transformative social marketing and social innovation literature through the lens of participatory design (PD). This exploratory study aims to explore how social enterprises in India engage economically marginalized people in transformative social marketing and innovation for sustainable development through PD.

The study includes a case study with a matched pairs analysis approach. The data analysis reports three themes depicting the role of PD in different stages of the social innovation process (codiscovery, codesign and scaling-up), the challenges faced in the process and the outcomes of the PD process.

The authors propose that social enterprises can act as sustainable development catalysts for more inclusive sustainable development through their proactive and creative uses of PD. Still, PD also has limitations for addressing the challenges stemming from marginalized contexts, which requires effective social marketing strategies to overcome.

The study contributes to the emerging dialogue on PD with marginalized users and widens the scope of studies on transformative social marketing and innovation. The findings also provide practical insights for PD practitioners on how designers can learn from diverse PD practices in the context of economically marginalized people.

This chapter aims to further the conceptual clarity of co-creation, by classifying and exploring the spectrum of non-government actor–led governance arrangements for the co-creation of nature-based solutions (NBS) across different European contexts. Case studies from pilot demonstrators in current Horizon 2020 projects (proGIreg, CLEVER Cities, and EdiCitNet in Italy, Germany, the Netherlands, and the United Kingdom) are used to illustrate collaborative governance arrangements within the operating space of co-creation, delineate respective actor roles, and identify lessons learnt.

This paper explores how service design can contribute to the evolution of health service systems, moving them toward people-centered, integrated and technology-enabled care; the paper develops a research agenda to leverage service design research for healthcare transformation.

This conceptual study starts by analyzing healthcare challenges in terms of demographic trends and economic constraints, along with the problems of lack of people-centricity, dispersion of care and slowness in incorporating emerging technologies. Then, it examines the theoretical underpinnings of service design to develop a framework for exploring how a human-centered, transformative and service systems approach can contribute to addressing healthcare challenges, with illustrative cases of service design research in healthcare being given.

The proposed framework explores how a human-centered service design approach can leverage the potential of technology and advance healthcare systems toward people-centered care; how a transformative service design approach can go beyond explanatory research of healthcare phenomena to develop innovative solutions for healthcare change and wellbeing; and how a service systems perspective can address the complexity of healthcare systems, hence moving toward integrated care.

This paper systematizes and develops a framework for how service design can contribute to healthcare transformation. It identifies key healthcare application areas for future service design research and pathways for advancing service design in healthcare by using new interdisciplinary bridges, methodological developments and theoretical foundations.

This study examines whether engagement with Sustainable Development Goal (SDG)-focused specialized training programs enable senior public officials (focal actor) to collectively deliver on public services that have a transformational societal impact over time. Further, the study explores the factors that impede and facilitate the delivery of such services. The authors do so by using service mechanics theorization and drawing on the lens of actor and collective engagement.

This study undertakes a longitudinal exploratory qualitative study design. SDG-focused training programs were delivered, as interventions, for two cohorts of senior public officials from Bangladesh in an Australian University in 2017 and 2019. In-depth interviews were conducted upon the training's completion and then after 8- and 12-month intervals to assess the short- and long-term impact respectively.

An empirical framework is proposed from the study findings. It shows that engagement – cognitive, emotional and behavioral – with SDG-focused specialized training programs enables focal actors (i.e. senior public officials) to engage other actors (other public officials, community members) in networks, facilitated the delivery of SDG-aligned public services. Such engagement results in a transformative impact that spans micro (individual), meso (organizational) and macro (societal) levels over time. Factors that impede and facilitate SDG-aligned delivery of public services are also identified.

Theoretically, the authors contribute to the literature that relates to actor and collective engagement, SDG-focused capacity-building training programs and service mechanics. Practically, this study informs organizations about the ways that they can effectively engage their senior employees with capacity-building training programs that focus on sustainability.

This study is one of the few that connects the interface between public service delivery for enacting societal changes and SDG-focused capacity-building training programs through service mechanics theorization and using the lens of actor and collective engagement.

The post-COVID environment presents significant challenges for organizations. Unfortunately, many leaders and organizations are living in “post-pandemic.” Leaders must reframe their approaches to employee relationships and the nature of the workplace. Employee experience, which combines, user experience, design thinking and organizational development, provides a methodology and perspective that is needed to address these significant changes. The purpose of this paper is to readdress employee experience and how its approach challenges conventional approaches to human resources (HR) and employee engagement and demonstrate how it can serve as an indispensable tool for transitioning to the new workplace.

Employee experience has become ubiquitous in organizations, but unfortunately the underlying sources and philosophies that distinguish this approach are often neglected. This paper demonstrates the new, irreversible organizational world created by COVID-19, reviews the origins of the concept, reviews the six principles previously introduced and then explicates three philosophical paradigmatic shifts that must be undertaken to take advantage of employee experience and address the new organizational challenges.

Employee experience can serve as a strategic tool for addressing post-COVID-19 organizational challenges. Past ideas about engagement will not work. Three shifts deriving from employee experience’s roots in user experiences, design thinking and emergent organization development must be adopted. Instead of thinking structurally in which things are primary, leaders need to take a relational perspective which insists on relational primacy. Because experience is holistic and embodied, a phenomenological perspective must take the place of the usual behavioral perspective. Finally, leaders and HR must see the task ahead as a collaborative codesign with employees, insisting on radical participation.

As with the medical challenges with the COVID-19 virus itself, the organizational challenges are new and have never been faced before. It is difficult to shift paradigms, challenge assumptions and redirect effort while maintaining operating organizations. Often, leaders and organizations are ill-equipped to address very novel situations from past experience and education. Much more research and practical implementations need to be conducted to continue to evolve the concept.

Organizations are facing many crises beyond the supply/demand economic issues caused by COVID-19. The social issues within the organizational world are often overlooked but having significant impact. Cultures have been attenuated and disrupted, employee expectations have changed and the remote job market has expanded opportunities for employment. As a result, retention, performance, loyalty and satisfaction have been negatively impacted. If organizations want to continue growth and productivity, they need to find new ways of working and operating.

The nature of work, organization and employee/organization relationship is in transition. Because much of people’s lives are spent in the workplace, this shift has significant implications for relationships within and beyond the workplace. COVID-19 has also had an impact on mental health, life satisfaction and other aspects of the human experience. Experience in the workplace and outside the workplace are converging and impacting each other. The new reality cannot be ignored or denied.

Many organizations, leaders and HR practitioners are approaching the new reality with outdated and ineffective tools from the pre-COVID-19 world, tools that were questionably effective then. Reclaiming the revolutionary underpinnings of employee experience is a necessary but often neglected action.

Challenge-based learning (CBL), the experiential learning and pedagogical approach through which learners (students, instructors, companies, stakeholders, communities) are actively involved in designing a sustainable solution for a real-world problem, is gaining momentum in various higher education institutions around the world. Despite this multiplication of learning initiatives, evaluation in CBL is still an overlooked topic both by scholars and practitioners. Moreover, assessment is closely linked to the teaching and learning process and can also influence the evolution of the challenge because it is directly involved in the feedback, teamwork, and relationship between students, instructors, challenge providers, and stakeholders. Explaining why assessment is so important in CBL is one of the objectives of this chapter. Therefore, in line with the spirit of the handbook, the aim of this chapter is also to inspire, and give suggestions and tools for novel ways of assessing the learning process in CBL.

Through a challenge launched by the University of Trento, involving a local nonprofit integrative health fund, we understood the importance to integrate the formative with the summative assessment, to evaluate not only the final results but also the learning process. We experienced the fundamentals and the difficulties of self-directed learning through which students are called to codesign their learning experience, monitor teamwork, and assess their progress. Support and guidance from instructors are required to be successful in this cultural shift through which teachers are no more traditional professors and students are finally the experts in the challenge.

The current study gives a quantitative analysis DT literature over the past ten years in domain of management and business where the field has witnessed a proliferation in studies. The study's primary areas of concentration were analyzing historical trends and identifying prospective future research opportunities in the field. Due of the way, it approaches innovation and problem-solving, design thinking has garnered a lot of interest from both academics and practitioners. Promoters and detractors, however, tend to have quite different perspectives on the program's core qualities, practicality and results.

The study adopts a bibliometric approach to a systematic literature review, where the analyses and visualizations are carried out using R Studio (Biblioshiny package) and VosViewer software. The study was conducted on 518 documents extracted from the Scopus database. To identify past research trends in the field, performance analysis based on productivity and/or impact of the research constituents was carried out to understand the intellectual structure of the field.

The study's findings indicated that few areas have received the most attention, which are presented as seven themes. While the emerging themes in the field include areas such as service design, service innovation, customer experience, innovation management, project management and 21st-century skills.

The studies are going deeper by breaking down concepts or processes and analyzing one aspect at a time, codesign and prototyping are such subareas within the realm of service or new product design and development.

This study is the first of its kind where a literature review has been conducted covering design thinking in the area of business management and accounting.

Systems theory and open systems principles trace their origins to the life sciences. Our observations of living systems also inform the design and management of sustainable communities and organizations. Grounded in the patterns of living systems and social ecologies, the stewardship design principles (SDP) – balance, interdependence, regeneration, diversity, and succession (BIRDS) – can increase the agility of sustainable design practitioners in ramping up from small-scale experiments to large-scale systems change. The urgency of addressing global challenges such as climate change calls upon social change practitioners – be they business leaders, social entrepreneurs, or both – to create and/or adapt tools to increase the velocity and range of positive social change. Case vignettes in the design of small-scale experiments illustrate how the application of stewardship design principles can help expedite larger systemic change at the regional, statewide, and national levels.