Design Thinking
Type
applied research project
Start Date
January 1, 2005
End Date
December 31, 2020
Status
ongoing
Keywords
Design Thinking
Produkt- und Dienstleistungsinnovationen
Description
Das Forschungsgebiet Design Thinking beschäftigt sich mit Methoden zur Erhöhung der Erfolgswahrscheinlichkeit von Innovationen in Unternehmen. Die Methode Design Thinking stammt von der Stanford University in Palo Alto, Kalifornien. Seit 2005 wird sie am Lehrstuhl von Prof. Dr. Walter Brenner erfolgreich eingesetzt. Die Methode basiert auf hoher Kundenorientierung, dem Bau von Prototypen und gezieltem und wohl organisiertem Brainstorming. Viele Projekte, die mit Hilfe von Design Thinking bearbeitet wurden, gehen weit über die Grenzen der klassischen Wirtschaftsinformatik hinaus und führen zu Produkt- und Dienstleistungsinnovationen
Leader contributor(s)
Member contributor(s)
Partner(s)
Audi
Deutsche Bank
Gauselmann
Haufe / Lexware
SAP
Swisscom
Zürcher Kantonalbank
Funder
Topic(s)
Design Thinking
Produkt- und Dienstleistungsinnovationen
Method(s)
Design Research
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
209112
12 results
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Item type:Publication, Designing Innovation: Prototypes and Team Performance in Design Thinking(International Society for Professional Innovation Management ISPIM, 2012-05-17); ; ; This study investigates design thinking innovation teams working on three different innovation tasks: business model innovation, service innovation, and product innovation. Each task involves the generation of many prototypes, one of which needs to be selected as the final prototype. Further, one of the teams collaborated through virtual collaboration. By measuring both subjective and objective performances of the teams, we compared the different innovation tasks and their impact on design thinking teams. Our preliminary study shows that while the generation of many prototypes indeed seems to support the selection of the best final prototype, it is mostly the team process which impacts the quantity of all and quality of the final prototype. Especially the virtually cooperating team working on a service innovation task, experienced major difficulties in the process, while we can report that the business model innovation team generated the most prototypes while working in a rather harmonious team.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, - Some of the metrics are blocked by yourconsent settings
Item type:Publication, A Design Thinking Role Model Enables Creativity in IT: Case of the Financial Industry(AIS Electronic Library (AISeL), 2013-05-22); ; The challenge banks face to gain advantage over their competitors is being placed under pressure by the ever increasing speed of development which arises from the pace of innovation in computer technology, rapid changes in industry regulation and fast-changing customer needs. Banks have creative heads but the pursuing of efficient customer-centric creative work within an organization is often challenging. This paper presents a design thinking role model which was iteratively designed over nine projects within a period of four years and implemented in an IT department of two leading multinational banks. It analyzes the different roles of the design thinking role model and its multidisciplinary elements to enable creativity within these IT departments. It could be shown that creativity was enabled in this corporate IT context through the design thinking role model and thus a good base for the overall innovation process could be reachedType:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Design Thinking and Corporate Entrepreneurship: an exploratory study(Design Management Institute Boston, 2014-09-02); ; - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Brücken schlagen(2012-10-01); ; ; Type:journal articleJournal:io ManagementVolume:5Issue:September / Oktober 2012 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, A Reference-Metamodel for Embedded Design Thinking in the Information Technology context(2012-09-20); ; Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, User Involvement in Internal Corporate Venturing: The Viewpoint of the Corporate Entrepreneur(2014-09-08); Durstewitz, MarkusType:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, "We try to listen - but do we understand?" An explorative study about user involvement in technology-driven organisationsTechnology-driven organisations are facing new challenges to gain a competitive advantage. It becomes even more challenging to be a step ahead of the competition through technical advance while better addressing user needs may be a way to differentiate. When aiming to develop products that better address the user needs it becomes crucial to understand who are the users and what are their needs, what is the value of user information, and how the information can be used to design more desirable products that may lead to a competitive advantage. We conducted a multiple case study at two technology-driven companies in the aviation and healthcare industry that are aiming to involve users more into the new product development (NPD) process. A series of 14 qualitative interviews revealed two main findings that are discussed: (1) there are different types of information needs according to the development stages and (2) the value of user involvement needs to be recognised from both, the company and its customers.Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Users in innovation and corporate entrepreneurship: a user-oriented design perspective(2015-07-05)Type:conference paper - Some of the metrics are blocked by yourconsent settings
Item type:Publication, The role of customer and user knowledge in internal corporate venturing: the viewpoint of the corporate entrepreneurTo meet the challenge of continuous innovation, established corporations turn to entrepreneurial innovation, for which one of the success factors is working with customers and users and using their knowledge. This study contributes to the body of knowledge by addressing the role of customer knowledge and user knowledge in early internal corporate venturing projects in business-to-business (B2B) firms. We conducted a single case study with five sub-cases in a large European manufacturing corporation. Our contributions are two-fold: First, we show that the characteristics of the B2B manufacturing industry prevent tacit customer knowledge from being acquired in the early stage of internal corporate venturing, so corporate entrepreneurs must rely on explicit customer knowledge. Second, we find a difference between user corporate entrepreneurs with personal user backgrounds and developer corporate entrepreneurs, who do not consider user knowledge important. We find first evidence of user entrepreneurship in the early stage of internal corporate venturing.Type:journal articleJournal:International Journal of Technology Management (IJTM)Volume:71Issue:3-4Scopus© Citations 7
