Argyris (1976) defines learning as the detection and correction of error, and error as any feature of knowledge or of knowing that makes action ineffective. Learning, maturity and absorption of design knowledge are ways for understanding design impact on innovation, creative intelligence and business design indicators. As the implementation of models in companies is discussed, the importance of the company environment and organizational culture appears as levers for design integration or as risks of resistance to change. The Environment, company culture, its knowledge capital are key success factors ( FCS ) for the efficiency of Design Management. However, building theoretical models is the only way for design management credibility and excellence. Although effective and interesting, many of these models focus on subject in itself, specially on the design ladder (2003) not on the company's context and environment. Abstract The constant search for models about design management indicates its insertion in companies.
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