Within the on-going ecological transition, mobility systems are considered as sociotechnical systems that raise several challenges for local authorities due to the different levels of decision, a complex stakeholder network and the numerous objectives to be dealt with. Designers are therefore seeking to develop new frameworks to support local authorities moving towards more sustainable mobility systems. Based on the French context, this study relies on an analysis of the regulation and an interview-based survey that depict the mobility design from the local authorities’ perspective. First, it investigates the objectives defined in the law and the difficulties met by local authorities. Then, it highlights the main political, organisational, and knowledge barriers for sustainable mobility. Finally, it proposes a set of recommendations to create a framework to better define and prioritise the objectives, ensure efficient planning and monitoring, clarify the interactions between actors, and enhance mobility plans.

use-case scenarios, including homes, hospitals, workplaces, and recreation. Though the area of Social Robotics has gained traction in recent years, the majority of the studies so far have studied single-human and single-robot interaction. In comparison, Social Robots are increasingly being placed in human teams, likely affecting team dynamics. On the other hand, Engineering teams work together to deliver outstanding results and the processes in these teams are social. We propose that Social robot can be added to engineering human team to enhance team cohesion and performance. Therefore, this paper presents a preliminary framework towards developing a conceptual framework to study team cohesion in Human-Robot Teams (HRTs) in engineering context, looks at different roles of social robot and how the responses, behaviours, emotions of social robots shape outcomes in the engineering team. The research specifically focuses on team cohesion because team cohesion is reportedly one of the most critical concepts in team dynamics. The paper outlines the research objectives, framework and concept workflow.

As the demands for new complex products/services increase, leading to strict constraints on budget and time-to-market, it is hard to learn from experience and improve practice. Improvement can be exercised in all aspects contributing to project management: the skill set of project personnel, the project structure, and the development process. People are the key asset of the project. Identifying the key participants in a project whose role is influential is important for improving the project's success. These people can receive support, remove their burdens, make sure their communication channels work well, etc. This paper offers a multilayer network-based method to examine an actor's influence in a project while combining two additional organizational key aspects: products and processes. Considering these three aspects together allows for a more informed evaluation of the actors' influence on the project. Using the insight from graph theory, we gain indicators related to each network actor. The influence of the actors in a multidimensional network makes it possible to present a clearer picture to decision-makers in the organization to make better decisions related to increasing the effectiveness of the development project.

3D printing is widely touted as a game changer in medicine and surgery, paving the way for point-of-care production of personalised medical devices. Nonetheless, to date, most reported applications of 3D printing in healthcare are restricted to specific scenarios in a few surgical disciplines, and little research exists on how 3D printing can be deployed more systematically beyond pioneer surgical departments. To understand the potential for 3D printing at a hospital level, we report the results of an interview study in a French general hospital. We analyse the current use of 3D printing and estimate the potential for new applications. We explore what share of these applications could be internalised, and what would be the organisational implications and the key success factors for an internal 3D printing unit. We find a large untapped potential for internal production of 3D printed products, spanning a much broader range of applications and hospital departments than what currently exists in the hospital. We then discuss important criteria to develop in-house 3D printing.

Organizational competences are one of the main assets of companies. Models of these competences would allow for systematic reasoning for exploring technological innovations, enabled by combining and transposing organizational competences. Today, the literature linking organizational competencies to engineering design and systems engineering remains limited. In particular, a generic modelling approach for organizational competencies for engineering design and systems engineering seems to be missing, although first frameworks have been proposed for specific purposes. This paper presents a generic conceptual model of organizational competences. The objective is to link technology, product, and systems development with the corresponding organizational competencies and their future evolution in order to allow for a joint design of competencies and technologies, products, or systems. The conceptual model provides the basis for a competence combination framework which allows for modeling competence combinations in an organization. Finally, we validate our conceptual model using a case study from the automotive industry.

Productivity studies in the AEC industry has gained significant attention in the past decade, however the impact from actual industry application has not kept up. This could be attributed to the focus on construction productivity instead of engineering productivity. This paper presents a systematic literature review on engineering design productivity in AEC industry focusing on design research method applications.

To transfer methods from science to industrial application is an important task of engineering design researchers. However, the way in which this is done leaves still room for improvement. A look beyond the horizon into the intra-industrial transfer of methods can therefore be helpful. Based on general requirements and success factors as well as successful intra-industry transfer examples, this paper proposes the P4I process for the transfer of methods from academy to industry.

Increasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.

Enterprises evolve continuously, usually gradually, but sometimes rapidly in the face of disruptive events. The purpose of this study is to analyze the transformation process of the design consultancy in the face of challenges presented by advanced technology, economic change, and systemic shifts by applying selected methods and tools from the ARIES (Architecting Innovative Enterprise Strategy) framework. The study uses IDEO as an example to discuss the organizational structure of design consultancies, and describes how IDEO has evolved in the context of change. This study illustrates some emerging challenges that the design consulting industry is facing now and will face in the future, and how these challenges will affect organizational culture and structure, the design consulting process, the recruiting criteria, and the designers, as well as envisioning possible paths for the future of design consultancy.

The introduction of new digital technologies in industrial work systems and increasing implementation of Cyber Physical Systems are evoking new and unknown challenges and opportunities related to aspects of human work and organisation. To ensure human wellbeing and overall system productivity, there is a need for interdisciplinary methods and approaches for dealing with the challenges and taking advantage of the opportunities. In this paper, we present a conceptual framework for designing Industry 4.0 enabled work systems, which serves to accommodate this need. The framework combines elements and principles of Design- and Lean thinking methodologies and Human Factors and Ergonomics, thus making it a practical, systematic, and iterative, human centred approach. We use examples from a retrospective industrial case study to illustrate elements of the framework and provide several implications for practitioners.

In recent years design has had a renaissance in business and management research and practice. Several authors have discussed if management is a design practice and how far design ought to go to design behaviors. This article discusses, evaluates and explores organizational design as a human-centered design practice. Relevant theoretical concepts of organizational theory, design approaches and practices are discussed to evaluate gaps in management practices and potential opportunities for design practice. The study collected and analyzed data from two organizations. The researched revealed several propositions, which provide insights of the usefulness, appropriateness and value of a human-centered design practice to organizational design.

This case study deals with a redesign effort to face the overcrowding issue in an Emergency Department (ED). A multidiscinary group of healthcare professionals and engineers worked together to improve the actual processes. We integrate the simulation modeling in a human-centered design method. We use the simulation technique as a learning and experimentation tool into a design thinking process: the computational descrete event simulation helps explore the possibile scenarios to be prototyped. We used the simulation to create a virtual prototyping environment, to help the group start a safe ideation and prototyping effort. Virtual prototyping injected into the organizational context the possibility of experimenting. It represented a cognitive low-risk environment where professionals could explore possible alternative solutions. Upon those solutions, we developed organizational prototyping tools. Top management and head physicians gained confidence for a more grounded decision making effort and important choices of change management and investments have been made.

In this paper on designing organizational processes, we combine insight on reflection-in-action with the role of reflection and experimenting from the organizational routine dynamics literature. Illustrated through a case at a strategy consultancy, we show how a prototyped workshop can elicit reflection-in- action when designing organizational processes. The artifacts used in the prototyped workshop made previous implicit assumptions about the work more explicit. This led to on the spot reflection-in-action of how to improve the prototype. This shows how collective reflection-action can be created by creating a space for reflection, that simultaneously allows for experimentation. Future research between design science and organizational science would thus be fruitful when studying the role of collective reflection- in-action when prototyping organizational processes.

While the construction of knowledge hubs has gained recent traction, little is known on how networked actors perceive their collective culture. Authors looked at the topic through a single case study, the Design Factory Global Network, a network of 24 autonomous yet connected hubs for passion-based co- creation in an educational setting. Data was collected via questionnaires, asking 1) to describe their Design Factory in three distinct, words, 2) explicate these with exemplary stories, and 3) express future development wishes. 98 stories and future wishes were shared by representatives from 15 Design Factories. Excerpts reflecting cultural levels (attitudes, norms, manifestations) were identified and made sense of by looking at which level of stakeholder relationship (internal, host, network, wider environment) they targeted. 78 attitudes, 114 norms and 95 manifestations were mentioned, mostly targeting the internal community and the host levels. Authors draw some practical implications for each of the identified level or relationship, contributing to the knowledge of the creation and development of such innovation hubs. In addition, further research directions are proposed.

Design thinking has a prominent role as established corporations ramp up innovation efforts focusing on user needs. Current literature provides a plethora of definitions for design thinking with variations in tools, methods and cultures. This study aims to identify differences in perception and maturity of design thinking across different contexts within a large corporation. The results are based on a thematic analysis of nine semi-structured interviews with industrial and user experience designers in the case company, operating in different countries and three different organizational contexts: lone designers of a region, unit-embedded design team managers and global-level design managers. The results echo the literature in finding no uniform definition of design thinking. Instead, it was seen as a continuous scale of practices, cognitive approaches and mindsets aiming for stronger user-centrism in the organization. Practices and maturity varied between contexts, indicating that to strengthen the role of design in an organization, a deep understanding of the context is crucial for a successful implementation.

This research was motivated by the need to design for self-organized and sustained collaborative communities. A collaborative community is defined as a group of people who are bound by a sense of community and fulfil their unmet needs through collaboration (Baek, Meroni, & Manzini, 2015). A community with limited resources and premature organisational structure and therefore experience an unbalanced workload is fragile. If the community fails to distribute workloads fairly within and the commitment of the sacrificing members is exhausted, it is likely to fall apart. Inspired by the self- organization phenomena in nature, we designed a tool that these communities can use to conceive strategies that contribute to autonomy and collaboration. For validation, we applied the tool to an industrial design student club. The results demonstrate that despite the differences between social and ecological systems, there is a potential to learn from nature to design for self-organized collaborative communities with the condition that one has sufficient knowledge about both the references and the design target. We also discuss the problem-solving and learning effects of the tool.

In order to operate in line with the circular economy (CE) concept, companies and other stakeholders need to work together to enable the circulation and cascading of resources. Although the need for proactive stakeholder management is a common theme in recent work on CE, little work has been dedicated to creating prescriptive methods for the co-design of CE value chains (CEVCs) focusing on selecting strategic partners, when to engage them and in what capacity. Following calls to connect the emerging CE literature with literature from existing bodies of knowledge, this paper explores the theoretical foundations of a CEVCs co-design method. Specifically, this paper explores resource-base view (RBV); resource dependency theory (RDT); and actor-network theory (ANT), and synthesises an outline for the co-design process of CEVCs. Reflections on the process link it to the extant co-design literature and explain how the process can be used for method and tool development.

Organizations seeking to improve their performance, like Corporate Social Responsibility targets, face a key organisational design challenge. Designing the key components of the organization and their layout will have major impact on performances, and needs thus a robust design process. Organisation theory provides several models and methods to answer that need. Yet this design process has not been confronted to design methods literature, such as systematic design. The aim of this paper is to provide a synthesis of multiple theoretical elements coming from organization sciences, confronted with a classical engineering design model, to reveal similarities, differences and lacks of current literature on organization design. Our analysis of the available literature on organisation theory, organisation design and change management showed that this design process is close to systematic design, but we also highlighted several breaks in the design process, such as the lack of functional approach.

As todays’ global market trends lead to an increasing demand for individualised products, manufacturers need to cope with a high degree of internal and external variety, which has a severe impact on complexity and therefore -costs. When implementing modular product architectures, it becomes obvious, that the actual Engineer-to-Order (ETO) processes cannot cope with the requirements of such a product architecture. It is crucial to develop a complying Configure-to-Order (CTO) process in order to make full use of its suppled benefits. As there is no existing approach about how to methodically change an existing ETO process into an adequate CTO process, we intend to fill this gap with this paper by showing an approach for the development of a CTO process for modular product architectures. Furthermore, we show the application and evaluation of this approach in a case study with a special equipment manufacturer (SME), that is already implementing modular architectures.

As Industry 4.0 will greatly challenge employee mental workload (MWL), research on objective wearable MWL-monitoring is in high demand. However, numerous research lines validating such technology might become redundant when employees eventually object to its implementation. In a pilot study, we manipulated two ways in which employees might perceive MWL-monitoring initiatives. We found that framing the technology in terms of serving intrinsic goals (e.g., improving health) together with an autonomy-supportive context (e.g., allowing discussion) yields higher user acceptability when compared to framing in terms of extrinsic goals (e.g., increasing productivity) together with a controlling context (e.g., mandating use). User acceptability still panned out neutral in case of the former, however - feeding into our own and suggested future work.