Creating Customer-Centric Organizations: The Value of Design Artefacts

Wechsler, J; Schweitzer, J

Creating Customer-Centric Organizations: The Value of Design Artefacts

Wechsler, J Schweitzer, J

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Publication Type:: Journal Article
Citation:: Design Journal, 2019, 22 (4), pp. 505 - 527
Issue Date:: 2019-07-04

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Field	Value	Language
dc.contributor.author	Wechsler, J	en_US
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.date.available	2020-12-01T18:07:14Z
dc.date.issued	2019-07-04	en_US
dc.identifier.citation	Design Journal, 2019, 22 (4), pp. 505 - 527	en_US
dc.identifier.issn	1460-6925	en_US
dc.identifier.uri	http://hdl.handle.net/10453/133826
dc.description.abstract	© 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group. More organizations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organizational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organizational change are considered.	en_US
dc.relation.ispartof	Design Journal	en_US
dc.relation.isbasedon	10.1080/14606925.2019.1614811	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.title	Creating Customer-Centric Organizations: The Value of Design Artefacts	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	22	en_US
utslib.for	1201 Architecture	en_US
utslib.for	1203 Design Practice and Management	en_US
utslib.for	0806 Information Systems	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	open_access	*
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	22	en_US

Abstract:

© 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group. More organizations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organizational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organizational change are considered.

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http://hdl.handle.net/10453/133826