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dc.contributor.authorBorja de Mozota, B-
dc.identifier.citationCourtesy of the Design Management Institute, Special Issue, Academic Journal of the Design Management Review, Number 3, Selection of best papers from the proceedings of D2B conference Shanghai, March 2006; a publication of the Design Management Institute ( Individual copies of this and other DMI Review articles are available for purchase at
dc.description.abstractDesign Management has changed greatly since 1990 Peter Gorb definition .The purpose of this paper is to synthetize the various models of Design Management and to explain their limits in front of the paradigm shift of the design profession, changing “from an activity based profession to a knowledge based profession” professor Yjro Sotamaa- UIAH The territory of design in Management science will be developed in detail with the limits of these diverging forces. The converging model of Design value management based not on practices but on management science models will be explained with its proactive force. Finally ,this value model will be applied enhancing its pertinence in the emerging “design leadership” trend and consequently the potential for a “design thinking “ input in front of the new challenges of contemporary managers : sense building, complexity , innovation , Socially Responsible Organizations .en
dc.format.extent109710 bytes-
dc.publisherDesign Management Instituteen
dc.subjectManagement scienceen
dc.subjectDesign Managementen
dc.subjectDesign controlen
dc.subjectValue managementen
dc.subjectInnovation managementen
dc.subjectUser Centered designen
dc.subjectDesign educationen
dc.titleA theoretical model for design in Management science : the paradigm shift in the design profession for management as a constraint to management science as an opportunityen
dc.typeResearch Paperen
Appears in Collections:Design
Dept of Design Research Papers

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