Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2018 | 17 | nr 4 | 7--26
Tytuł artykułu

Design-led Approach to Entrepreneurship

Treść / Zawartość
Warianty tytułu
Języki publikacji
Background. The literature on entrepreneurship indicates the lack of a strong theoretical basis to fully describe and explain this extremely dynamic and future- oriented area. The classic approaches to the organization and management are not always sufficient to solve some wicked problems in the area, which require the interdisciplinary synthesis of various sciences combined with the experience of practice, and often quite new conceptual frameworks.
Research aims. The purpose of this paper is to describe and present the result of the analysis of the relatively new approach to entrepreneurship, which derives from design sciences.
Methodology. The discussion undertaken in the paper is theoretical and methodological, and primarily based on the method of deduction, which referred to the critical literature study has allowed to achieve the research goals.
Key findings. The paper presents the relatively new approach to entrepreneurship, which derives from design sciences and designers' practice. However, it is being successfully adopted within organization and management sciences to solve open, complex and unambiguous management problems, especially where entrepreneurship and innovation are required. As the result of the reasoning process, the basic rules of design-led approach to entrepreneurship have been identified. They constitute the basis for a conceptual framework of the presented approach. (original abstract)
Opis fizyczny
  • Jagiellonian University, Poland
  • Aken, J.E.V. (2004). Management research based on the paradigm of the design sciences: The quest for field-tested and grounded technological rules. Journal of Management Studies, 41(2), 219-246.
  • Aldrich, H.E. & Cliff, J.E. (2003). The pervasive effects of family on entrepreneurship: Toward a family embeddedness perspective. Journal of Business Venturing, 18(5), 573-596.
  • Alvesson, M. & Sandberg, J. (2011). Generating research questions through problematization. Academy of Management Review, 36(2), 247-271.
  • Bacharach, S.B. (1989). Organizational theories: Some criteria for evaluation. Academy of Management Review, 14(4), 496-515.
  • Bason, C. (2010). Leading Public Sector Innovation: Co-creating for a Better Society. Bristol: The Policy Press.
  • Bason, C. (2012). Designing co-production: Discovering new business models for public services. In: Leading Innovation through Design: Proceedings of the DMI 2012 International Research Conference (pp. 309-322). Boston (MA): DMI.
  • Brown, T. (2008). Design thinking. Harvard Business Review, 86(6), 84-92.
  • Brown, T. (2016). Zmiana przez design: Jak Design Thinking zmienia organizacje i pobudza innowacyjność. Wrocław: Instytut Dziennikarstwa i Komunikacji Społecznej Uniwersytetu Wrocławskiego.
  • Bucolo, S. & Matthews, J.H. (2010). Using a design led disruptive innovation approach to develop new services: Practising innovation in times of discontinuity. In: Proceedings of the 11th International CINet Conference: Practicing Innovation in the Times of Discontinuity (pp. 176-187). Zurich: CINet.
  • Bucolo, S. & Wrigley, C. (2012). Using a design led approach to emotional business modelling. In: Leading Innovation through Design: Proceedings of the DMI 2012 International Research Conference (pp. 323-333). Boston (MA): DMI.
  • Bucolo, S., Wrigley, C. & Matthews, J. (2012). Gaps in organizational leadership: Linking strategic and operational activities through design-led propositions. Design Management Journal, 7(1), 18-28.
  • Dorst, K. (2011). The core of 'design thinking' and its application. Design Studies, 32(6), 521-532.
  • Dubois, A. & Gadde, L.E. (2002). Systematic combining: An abductive approach to case research. Journal of Business Research, 55(7), 553-560.
  • Ehn, P. (2008). Participation in design things. In: Proceedings of the Tenth Anniversary Conference on Participatory Design 2008 (pp. 92-101). Indianapolis (IN): Indiana University.
  • European Commission (2005). Commission proposal for a Recommendation on Key Competences for Lifelong Learning. COM(2005) 548 Final. Brussels. 10th Nov 2005.
  • European Commission (2006). Communication from the Commission to the Council, the European Parliament, the European Economic and Social Committee and the Committee of the Regions, Implementing the Community Lisbon Programme: Fostering entrepreneurial mindsets through education and learning. COM(2006) 33 Final. Brussels. 13th Febr 2006.
  • Gasparski, W. (2007). Wiedza o organizacji i zarządzaniu oraz jej poznawcze ugruntowanie. Współczesne Zarządzanie, 1, 34-47.
  • Glinka, B. & Gudkova, S. (2011). Przedsiębiorczość. Warszawa: Wolters Kluwer.
  • Holmström, J., Ketokivi, M. & Hameri, A.P. (2009). Bridging practice and theory: A design science approach. Decision Sciences, 40(1), 65-87.
  • Huff, A., Tranfield, D. & van Aken, J.E. (2006). Management as a design science mindful of art and surprise: A conversation between Anne Huff, David Tranfield, and Joan Ernst van Aken. Journal of Management Inquiry, 15(4), 413.
  • Johansson-Sköldberg, U., Woodilla, J. & Çetinkaya, M. (2013). Design thinking: past, present and possible futures. Creativity and Innovation Management, 22(2), 121-146.
  • Kelley, D. & Kelley, T. (2015). Twórcza odwaga. Tłum. A. Doroba. Warszawa: Wyd. MTBiznes.
  • Kelley, T. & Littman, J. (2001). The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm. New York: Doubleday.
  • Kimbell, L. (2011). Rethinking design thinking: Part 1. Design and Culture, 3(3), 285-306.
  • Kimbell, L. (2012). Rethinking design thinking: Part 2. Design and Culture, 4(2), 129-148.
  • Klonowska-Matynia, M. & Palinkiewicz, J. (2013). Przedsiębiorczość w teorii ekonomicznej. Zeszyty Naukowe Wydziału Nauk Ekonomicznych Politechniki Koszalińskiej, 17, 29-40.
  • Kotarbiński, T. (1981). Traktat o dobrej robocie. Warszawa: Ossolineum.
  • Koźmiński, A.K. (2004). Zarządzanie w warunkach niepewności. Warszawa: WN PWN.
  • Landström, H. (2010). Pioneers in Entrepreneurship and Small Business Research. New York: Springer.
  • Latusek-Jurczak, D. (2013). Polscy przedsiębiorcy w Dolinie Krzemowej. Management and Business Administration: Central Europe, 21(1), 30-40.
  • Liedtka, J. & Ogilvie, T. (2011). Designing for Growth. New York: Columbia University Press.
  • Lisiński, M. (2016). Procedury naukowe indukcji zupełnej i niezupełnej w metodologii nauk o zarządzaniu. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie, 6(954), 23-46.
  • Lockwood, T. (2009). Design Thinking: Integrating Innovation, Customer Experience, and Brand Value. New York: Allworth Press.
  • Marufu, M.A. & van der Merwe, A. (2019). Using service-dominant logic to build empathy for design thinking in a health service delivery environment. In: Third International Congress on Information and Communication Technology (pp. 499-515). Singapore: Springer.
  • Norman, D. (2013). The Design of Everyday Things. New York: Basic Books.
  • Nowak, S. (2012). Metodologia badań społecznych. Warszawa: WN PWN.
  • Owen, C. (2007). Design thinking: Notes on its nature and use. Design Research Quarterly, 2(1), 16-27.
  • Piecuch, T. (2010). Przedsiębiorczość: podstawy teoretyczne. Warszawa: C.H. Beck.
  • Razzouk, R. & Shute, V. (2012). What is design thinking and why is it important? Review of Educational Research, 82(3), 330-348.
  • Reuber, A.R. et al. (2018). International entrepreneurship: The pursuit of entrepreneurial opportunities across national borders. Journal of International Business Studies, 49, 395-406.
  • Romme, A.G.L. (2003). Making a difference: Organization as design. Organization Science, 14(5), 558-573.
  • Ronstadt, R. (1984). Entrepreneurship. Dover (MA): Lord Publishing.
  • Sanders, E.B.N. & Stappers, P.J. (2008). Co-creation and the new landscapes of design. Co-design, 4(1), 5-18.
  • Shane, S. & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.
  • Shangraw R.F. Jr., Crow, M.M. & Overman, E.S. (1989). Public administration as a design science. Public Administration Review, 49(2), 153-160.
  • Shepherd, D.A. & Sutcliffe, K.M. (2011). Inductive top-down theorizing: A source of new theories of organization. Academy of Management Review, 36(2), 361-380.
  • Simon H. (1969/1996). The Science of the Artificial. Massachusetts: MIT Press.
  • Sobota, D.R. & Szewczykowski, P. (2014). Design thinking jako metoda twórczości. Filo-Sofija, 14(27), 91-113.
  • Su, J., Zhai, Q. & Karlsson, T. (2017). Beyond red tape and fools: Institutional theory in entrepreneurship research, 1992-2014. Entrepreneurship Theory and Practice, 41(4), 505-531.
  • Teece, D. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194.
  • Timmons, J.A. (1999). New Venture Creation, 5th. ed. Burr Ridge (Ill.): Irwin McGraw-Hill.
  • Tolbert, P.S. & Coles, R. (2018). Studying entrepreneurship as an Institution. In: J. Glückler, R. Suddaby, R. Lenz (eds.). Knowledge and Institutions. Knowledge and Space, vol. 13 (pp. 271-299). Cham: Springer.
  • Wach, K. (2013). Edukacja na rzecz przedsiębiorczości wobec współczesnych wyzwań cywilizacyjno-gospodarczych. Przedsiębiorczość - Edukacja, 9, 246-257.
  • Wiklund, J., Wright, M. & Zahra, S.A. (2018). Conquering relevance: Entrepreneurship research's grand challenge. Entrepreneurship Theory and Practice.
  • Wright, N. & Wrigley, C. (2019). Broadening design-led education horizons: Conceptual insights and future research directions. International Journal of Technology and Design Education, 29(1), 1-23.
  • Wszołek, M. & Grech, M. (2016). Komentarz do wydania 2. In: T. Brown. Zmiana przez design: Jak Design Thinking zmienia organizacje i pobudza innowacyjność (pp. 11-20). Wrocław: Instytut Dziennikarstwa i Komunikacji Społecznej Uniwersytetu Wrocławskiego.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.