HOW A COMPANY understands and organizes design activities can have a profound impact on innovation. To conceptualize this notion, four models are defined, each of which describes how firms address the issues of form, function and fit. One of these – Cooperative Design – holds special promise for innovation because it engages managers as valuable “silent designers” responsible for integrating the many components that comprise a successful development process.
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Dumas et al. (1991) studied this question.
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