Abstract
This paper explores the management and organizational context for capturing and retaining knowledge transferred through the design process. It is widely acknowledged that our ability to successfully organise and transfer design knowledge is dependant upon the context in which it is situated. Cross (1992) has also highlighted the normally unsystematic way designers work and the limited extent to which the knowledge contained within the products they create is made explicit. Essentially design knowledge transforms as it transfers (Ashton, 2007) and the knowledge-based resources of a design group are socially complex. Successful exploitation of these knowledge assets can secure competitive advantage (Alavi and Leidner, 2001) yet, a systematic literature review of leading design and educational management journals found limited empirical evidence that shed light on the influence of knowledge management on design group development. The paper addresses this weakness in the literature and suggests that design consultancies utilise cross-disciplinary knowledge to solve problems which could not be resolved by linear disciplinary frameworks (Gibbons et al, 1994). Based on two in-depth case studies with interior design companies implementing new digital asset management systems over a two year period, the paper explores the findings in relation to design practice and policy, alongside implications for the contribution of the Creative Industries to the knowledge economy.
Citation
Roworth-Stokes, S. (2010) Capturing and Retaining Knowledge to Improve Design Group Performance, in Durling, D., Bousbaci, R., Chen, L, Gauthier, P., Poldma, T., Roworth-Stokes, S. and Stolterman, E (eds.), Design and Complexity - DRS International Conference 2010, 7-9 July, Montreal, Canada. https://dl.designresearchsociety.org/drs-conference-papers/drs2010/researchpapers/103
Capturing and Retaining Knowledge to Improve Design Group Performance
This paper explores the management and organizational context for capturing and retaining knowledge transferred through the design process. It is widely acknowledged that our ability to successfully organise and transfer design knowledge is dependant upon the context in which it is situated. Cross (1992) has also highlighted the normally unsystematic way designers work and the limited extent to which the knowledge contained within the products they create is made explicit. Essentially design knowledge transforms as it transfers (Ashton, 2007) and the knowledge-based resources of a design group are socially complex. Successful exploitation of these knowledge assets can secure competitive advantage (Alavi and Leidner, 2001) yet, a systematic literature review of leading design and educational management journals found limited empirical evidence that shed light on the influence of knowledge management on design group development. The paper addresses this weakness in the literature and suggests that design consultancies utilise cross-disciplinary knowledge to solve problems which could not be resolved by linear disciplinary frameworks (Gibbons et al, 1994). Based on two in-depth case studies with interior design companies implementing new digital asset management systems over a two year period, the paper explores the findings in relation to design practice and policy, alongside implications for the contribution of the Creative Industries to the knowledge economy.