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Issues > winter 2020

Volume 62
Issue 2

Table of Contents

Special Issue on Design Thinking

Designing the Future: Strategy, Design, and the 4th Industrial Revolution—An Introduction to the Special Issue
by Tyrone S. Pitsis, Sara L. Beckman, Martin Steinert, Luciano Oviedo, and Bettina Maisch

Regaining R&D Leadership: The Role of Design Thinking and Creative Forbearance
by Melissa M. Appleyard, Albrecht H. Enders, and Herb Velasquez

Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management
by Eric Knight, Jarryd Daymond, and Sotirios Paroutis

Putting Technology in Its Place: Design Thinking’s Social Technology at Work
by Jeanne Liedtka

The Social Psychology of Design Thinking
by Leigh Thompson and David Schonthal

Integrating Design into Organizations: The Coevolution of Design Capabilities
by Tua Björklund, Hanna Maula, Sarah A. Soule, and Jesse Maula

Implementing Design Thinking: Understanding Organizational Conditions
by Cara Wrigley, Erez Nusem, and Karla Straker

To Frame or Reframe: Where Might Design Thinking Research Go Next?
by Sara L. Beckman

Core Concepts

Designing the Future
This introduction to the special issue on design thinking explores the idea of DT and whether DT makes a difference in terms of enhancing or augmenting the result of technology and innovation.

Regaining R&D Leadership
This article examines how Siemen's molecular imaging group incorporated design thinking principles into R&D to regain market leadership.

Design-Led Strategy
Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning.

Design Thinking's Social Technology at Work
Design thinking can be a critical facilitator of new technologies, but it is also a technology in its own right - a social technology that encourages more productive innovation conversations that are valuable for dynamic capabilities.

The Social Psychology of Design Thinking
Design is all around us. There are four principles common to many design thinking approaches. To better understand the process of good design, it is important to understand how each of the four relates to human psychology.

Integrating Design into Organizations - The Coevolution of Design Capabilities
Organizational leaders are increasingly turning to design approaches as a panacea for uncertainty and disruption. However, frictions between design, engineering, and management make integration difficult.

Implementing Design Thinking
The advent of design thinking as a tool for innovation has led to its adoption in many organizations, but little is known about the organizational conditions required for design thinking to achieve long-term impact.

Understanding Design Thinking
Design Thinking is a major area of emerging research, examining the process of good design. It is based around related sets of human-centered principles - observing and noticing, framing and reframing, imagining and designing, and making and experimenting.


California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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