Hostname: page-component-cd9895bd7-fscjk Total loading time: 0 Render date: 2024-12-23T14:48:54.121Z Has data issue: false hasContentIssue false
  • English
  • Français

The Contribution of Design Discipline in Business Decisions through Design-Oriented Production Diversification: A Case Study in Italian Furniture Sector

Published online by Cambridge University Press:  26 May 2022

E. V. Bruno  and
B. Lerma
E. V. Bruno*
Affiliation:
Politecnico di Torino, Italy
B. Lerma
Affiliation:
Politecnico di Torino, Italy
*
[email protected]

Abstract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

Firm diversification is a growth strategy that allows firms to launch new products in untapped markets to increase revenue. It is the identified approach where industrial designers can contribute to exploring new tactical assets. The paper analyses the design-oriented diversification of a furniture company in Italy, where Design played a crucial role in positioning new demands. The tool applied to display the current and the feasible product portfolio is the Product Space. The company has leveraged its know-how on bent glass to produce iconic objects, winning prestigious design awards.

Keywords

industrial designproduct designproduct diversificationbusiness modelsambidexterity
Type
Article
Information
Proceedings of the Design Society , Volume 2: DESIGN2022 , May 2022 , pp. 2067 - 2076
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2022.

References

ADI (2022), Rules of the XXVI Compasso d'Oro, Milan, Italy.Google Scholar
Agnihotri, A. (2016), “Extending boundaries of Blue Ocean Strategy”, Journal of Strategic Marketing, Vol. 24 No. 6, pp. 519–528. 10.1080/0965254X.2015.1069882CrossRefGoogle Scholar
Ansoff, I. (1957), “Strategies for Diversification”, Harvard Business Review, Vol. 35 No. 5, pp.113–124.Google Scholar
Blessing, L.T.M. and Chakrabarti, A. (2009), DRM, a Design Research Methodology, Springer, London.Google Scholar
Borja De Mozota, B. (2003), Design Management – Using Design To Build Brand Value And Corporate Innovation, Allworth Press, New York.Google Scholar
Calabretta, G., Montaña, J. and Iglesias, O. 2008, “A cross-cultural assessment of leading values in design-oriented companies”, Cross cultural management, Vol. 15 No. 4, pp. 379–398.Google Scholar
Cantamessa, M. and Montagna, F. (2016), Management of Innovation and Product Development, Springer-Verlag London, London. 10.1007/978-1-4471-6723-5.Google Scholar
CSIL - Centre for Industrial Studies, (2020), Italy Furniture Outlook, [online] CSIL. Available at: https://www.worldfurnitureonline.com/research-market/italy-furniture-outlook-0058478.html (accessed 15.10.2021).Google Scholar
Cross, N. (2018), “Developing design as a discipline”, Journal of Engineering Design, Vol. 29 No. 2, pp. 691–708. 10.1080/09544828.2018.1537481Google Scholar
De Goey, H., Hilletofth, P. and Eriksson, L. (2019), “Design-driven innovation: a systematic literature review”, European Business Review, Vol. 31 No. 1, pp. 92–114. 10.1108/EBR-09-2017-0160Google Scholar
Denis, D.J., Denis, D.K. and Yost, K. (2002), “Global diversification, industrial diversification, and firm value”, The Journal of Finance, Vol. 57 No. 5, pp.1951–1979. 10.1111/0022-1082.00485Google Scholar
Dorst, K. (2015), Frame Innovation: Create New Thinking by Design, MIT Press, Cambridge MA.Google Scholar
Duncan, R. B. (1976). “The ambidextrous organization: Designing dual structures for innovation”, In: Kilmann, R. H., Pondy, L. R. and Slevin, D. (Eds.), The management of organization Design, Elsevier North-Holland, New York, pp. 167–188.Google Scholar
(1962), “Design from abroad”, Industrial Design, Vol. 9 No. 3, pp. 66–71. https://www.proquest.com/docview/2307674803?pq-origsite=primo&imgSeq=1.Google Scholar
FIAM. Available at: https://www.fiamitalia.it/it/ghostGoogle Scholar
Friedman, K. (2003), “Theory construction in design research: criteria: approaches, and methods”, Design studies, Vol. 24 No. 6, pp.507–522. 10.1016/S0142-694X(03)00039-5CrossRefGoogle Scholar
Germak, C. (ed.) (2008), Uomo al centro del progetto – Design per un nuovo umanesimo | Man at the center of the project – Design for a new Humanism, Umberto Allemandi, Turin, Italy.Google Scholar
Hidalgo, C. A. and Hausmann, R. (2009), “The Building Blocks of Economic Complexity”, PNAS | Proceedings of the National Academy of Sciences of the United States of America, Vol. 106 No. 26, pp. 10570–10575. 10.1073/pnas.0900943106Google ScholarPubMed
Herrmann, T., Roth, D. and Binz, H. (2020), “Framework of an ambidextrous process of idea management supporting the supporting the downstream product development process”, Proceedings of the Design Society: DESIGN Conference, Online, October 26-29, 2020 Vol. 1, The Design Society, Glasgow, pp- 587–596. https://dx.doi.org/10.1017/dsd.2020.10Google Scholar
Lerma, B. (2018), “Modernity and decline: design without customer”, diid disegno industriale | industrial design, Vol. 64, pp.86–94.Google Scholar
Lüthge, A. (2020), “The concept of relatedness in diversification research: review and synthesis”, Review of Managerial Science, Vol. 14, pp. 1–35. 10.1007/s11846-018-0293-0Google Scholar
Ng, D.W. (2007), “A modern resource-based approach to unrelated diversification”, Journal of Management Studies, Vol. 44 No. 8, pp. 1481–1502.Google Scholar
Martin, B. and Hanington, B. (2012), Universal Methods of Design – 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective Solutions, Rockport Publishers, Gloucester, MA, US.Google Scholar
de Medeiros, A.C.C., da Fonseca, R.P. and Rocha, A.C.B., (2021), “State-of-the-Art on Furniture Design: A Visual Review”, In: Pereira, L., Carvalho, J., Krus, P., Klofsten, M. and De Negri, V. (Eds), Proceedings of IDEAS 2019, Smart Innovation, Systems and Technologies, Vol. 198, Springer, Cham, https://doi-org.ezproxy.biblio.polito.it/10.1007/978-3-030-55374-6_10Google Scholar
Muratovski, G. (2015), “Paradigm Shift: The New Role of Design in Business and Society”, She Ji: The Journal of Design Economics and Innovation, Vol. 1, No 2, pp. 118–139. 10.1016/j.sheji.2015.11.002Google Scholar
O'Reilly, C. A. and Tushman, M. L. (2013), “Organizational Ambidexterity: Past, Present, Future”, Academy of Management Perspectives, Vol. 27 No. 4, pp. 324–338. http://www.jstor.org/stable/43822033Google Scholar
Raisch, S. and Birkinshaw, J. (2008), “Organizational Ambidexterity: Antecedents, Outcomes, and Moderators”, Journal of Management, Vol. 34 No. 3, pp. 375–409. 10.1177/0149206308316058Google Scholar
Raijmakers, B., Thompson, M. and van de Garde-Perik, E. (2012), “New goals for design, new roles for designers?”, Proceedings of Cumulus Helsinki 2012 Conference, Helsinki, Finland, May 24-26, 2012Google Scholar
Simonse, L. (2014), “Modelling Business Models”, Design Issues, Vol. 30 No. 4, pp.67–82. 10.1162/DESI_a_00297Google Scholar
Teece, D. J., Pisano, G., and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18, pp. 509-53.3.0.CO;2-Z>CrossRefGoogle Scholar
Tushman, M. L. and O'Reilly, C. A. (1996), “The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change”, California management review, Vol. 38 No. 4, pp 8–30.Google Scholar
Verganti, R. (2009), Design-driven innovation: changing the rules of competition by radically innovating what things mean. Harvard Business School Press, Boston.Google Scholar
Whittle, A. and Kogler, D. F. (2020), “Related to what? Reviewing the literature on technological relatedness: Where we are now and where can we go?”, Papers in Regional Science, Vol. 99 No. 1, pp. 97–113. 10.1111/pirs.12481Google Scholar
Yin, R. K. (2017), Case Study Research. Design and Methods, SAGE Publications, Los Angeles.Google Scholar