The (Positive) Design Environment as a Prerequisite of Design Orientation

Design is a human-centered activity. Every design project starts with the analysis of user needs and preferences. This means that design orientation of a company should also be positively related to company’s business results. However, in most transitional countries of Central and Eastern Europe (CEECs), design environment is not supported, there is no clear national design policy, design implementation in companies varies, and there is no constant measurement of design impact. The main interest of this paper is to research the level of design implementation in Croatian companies related to the managerial approach and business results, because such research is usually undertaken in more developed countries. The study focuses on the perception of management. This quantitative research has been carried out using an Internet survey to examine managers and CEOs from Croatian companies in different industries. The results show positive relations between design environment and design orientation of a company and a significant impact of management.

The difference of managerial approach in more or less design-oriented companies

While the market orientation of companies has been thoroughly analysed, a review of the marketing literature indicates that there is significantly less research on Design Orientation, and especially on their relationship. This paper analyzes the variables of Design and Market Orientation on the basis of existing models and develops the measurement instrument for future research. The study also investigates the impact of managerial approach on the exploitation of design resources in the company. Two hypotheses are developed: the first on the DO-MO relationship, acknowledging the multiple dimensions of Design Orientation and the second on the difference in managerial approach between more and less design-oriented companies. The first, qualitative stage of the research served to re-examine the research constructs and variables, while an Internet survey was used in the second, quantitative stage, among managers and CEOs from Croatian companies. The design dimensions in our final model represented intermediaries between Market Orientation, managerial approach, and market outcomes. Results confirm that managers in non-design oriented companies differ from those in design-oriented companies by perceived design value. Managers’ and CEOs’ awareness of design, its value and potentials, are of great importance for design implementation and Design Orientation of a company as a whole, especially in SMEs. Managerial approach, according to results, has a direct effect on Design Orientation, but it also influences Market Orientation, both directly and indirectly, as well as business success. Findings of this study can have implications for scholars, as well as for managers in practice, especially in emerging economies, which lack research in Design Orientation. Future research should be expanded to other countries in the region.

The role of marketing and product design in driving firm’s performance

Purpose This study aims to suggest an integrative model to investigate design orientation by analyzing its links with market orientation and its ability to generate and maintain a competitive advantage and improve effectiveness. Design/methodology/approach The structural equation technique is used to test the research hypotheses based on data from the Spanish furniture and lighting industries. The data are obtained from the responses of 209 companies to a questionnaire targeted at design and marketing managers. Findings The results suggest that design orientation helps companies to gain competitive advantages in product differentiation and improve business effectiveness. The design orientation is stimulated by proactive market orientation and by marketing-design integration during the development of new products. The design orientation fully mediates the effect of proactive marketing orientation on perceived effectiveness. Originality/value This study uses a quantitative research approach to propose and test an integrative model that relates design orientation with the generation of competitive advantage in product differentiation and perceived effectiveness.

Design orientation in new product development and its measurement

Purpose The purpose of this paper is to define the design orientation construct, proposing a theoretical framework for its analysis and a validated tool for its measurement. Design/methodology/approach The process of scale development follows the recommendations of DeVellis (1991). After qualitative research with experts, quantitative research was performed on a sample of 209 SMEs in the furniture and lighting sectors. The results, based on the use of the confirmatory factor analysis technique, yielded a measurement scale with solid psychometric properties, thus confirming its reliability and validity. Findings The resulting scale comprised 19 items grouped into seven dimensions: awareness of the benefits of design, design sensibility, basic design skills, specialized design skills, involving others, design organization and innovation skills. Practical implications The instrument can be used to quantify the degree of design orientation in a company, thus enabling cross-sectional and longitudinal diagnoses. Originality/value By operationalizing the design orientation construct, this scale serves as a starting point for future developments in the field of business design and design management.