簡易檢索 / 詳目顯示
| 研究生： |
張鶴千 Ho-Chien Chang |
|---|---|
| 論文名稱： |
框架創新：以設計觀點系統性解讀B2B企業的創新脈絡 Frame innovation - a design approach to systematically interpret B2B business context |
| 指導教授： |
陳玲鈴
Lin-Lin Chen |
| 口試委員: |
洪偉肯
Wei-Ken Hung 宋同正 Tung-Jung Sung |
| 學位類別： |
碩士 Master |
| 系所名稱： |
設計學院 - 設計系 Department of Design |
| 論文出版年： | 2022 |
| 畢業學年度： | 110 |
| 語文別： | 英文 |
| 論文頁數： | 117 |
| 中文關鍵詞： | 設計引領創新 、框架創新 、意義創新 、B2B創新 、設計溯因推理 |
| 外文關鍵詞： | Design-driven innovation, frame innovation, meaning innovation, B2B innovation, design abduction |
| 相關次數： | 點閱：178 下載：8 |
| 分享至: |
| 查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
近年來在科技的創新與服務化潮流的引領下，B2B產業正發生著翻天地覆的變化，也應此帶動了擁有重要的B2B產業鏈的台灣進行產業的升級。本研究所探討的製造領域在台灣B2B產業扮演了舉足輕重的地位，應此處於整個變個的中心。製造業近年在數位化、服務化、自動化、智慧化等等的潮流下，導致產業複雜化的同時變化頻率也大幅上升，市場也應此變得難以預測，難以應對。在不知何時會有劃時代技術橫空出世替代既有市場的情況下，製造業不再關注於自己技術的領先，而是轉向市場，把市場當作了老師，持續解讀市場，做出應對，滿足市場需求。如此之下，也衍生出了一個難題：企業該如何解讀這個複雜又隨時在變化市場做出產業創新？
本研究建構在設計引領創新上，探討如何以建構在意義創新上的框架創新來系統性解讀創新脈絡。本研究的目標有：(１)深入了解如何將建構在意義創新上的框架創新技巧用在商業上；（２）建構商用的框架創新模型 ;（３）探討新框架創新模型如何有系統的解讀創新脈絡。
本研究以工具機廠商和手工具廠商的演變與變革為案例分析，發現以框架創新的角度解讀市場，能有系統的在解讀產業資訊的同時考慮創新策略、市場資訊、顧客價值等層面，建構對產業較全面的理解框架並在此框架下設計能提供對應價值的產品。結合設計引領創新的模型後，能將產業背後的意義變革視覺化，很好的讓人理解動態中的產業。在新模型的幫助下，企業能更全面思考複雜的市場，更清晰的掌握市場高頻率的動態。
In recent years, the B2B industry has seen significant transformations driven by technological and service innovation. This has prompted an industry transformation in Taiwan, where the B2B business is critical. The manufacturing industry, which is the subject of this thesis, is crucial in Taiwan's B2B business; thus, the manufacturing industry is at the center of the radical changes.
Digitalization, servitization, automation, and artificial intelligence are all having an impact on the manufacturing business. These influences have increased the industry's complexity and volatility, making the market more unpredictable and difficult to respond to. Due to the unpredictability of a radical invention that changes the entire industry, manufacturers no longer emphasize their technological advantage over their competitors. Instead, they began to learn more from the market, analyzing and responding to market contexts. However, this presents another question: how should a company evaluate the complex and volatile business contexts?
This thesis attempts to answer that question from the standpoint of Design-driven innovation. Hence, this thesis examines how Frame innovation, which is derived from the meaning innovation notion of design-driven innovation, provides a systematic method for interpreting business contexts. The objectives of this thesis are to: (1) comprehend how Frame innovation may be applied in the business sector; (2) create a Frame innovation model that is tailored to the business sector; and (3) investigate how the adapted Frame innovation model systematically interprets business contexts.
The case study method is used in this thesis to validate and examine the proposed model. The findings show that interpreting with the new model provides a systematic interpretation process for businesses to analyze the business context and construct frames that incorporate both technological and market perspectives, which can then be transformed into a product offering that provides the desired value to customers. Furthermore, when combined with the Design-driven innovation model, the new model visualizes the industry's change in meaning, making meaning shifts more visible. As a result of the new approach, businesses can establish a more comprehensive interpretation simultaneously handling the unpredictability of business contexts.
1. Abernathy, W. J., & Clark, K. B. (1985). Innovation: Mapping the winds of creative destruction. Research Policy, 14(1), 3–22. https://doi.org/10.1016/0048-7333(85)90021-6.
2. Adrodegari, F., & Saccani, N. (2017). Business models for the service transformation of industrial firms. The Service Industries Journal, 37(1), 57–83. https://doi.org/10.1080/02642069.2017.1289514
3. Aken, J., Berends, H., & Van der Bij, H. (2012). Problem Solving in Organizations: A Methodological Handbook for Business and Management Students (2nd ed.). Cambridge: Cambridge University Press. doi:10.1017/CBO9781139094351
4. Alexander J. Wurzer, Dr. Stefan Nöken & Dr. Oliver Söllner. (2019). Hilti business model transformation to adapt to the digitization in the construction industry. MIPLM Industry Case Study Series Nr.: ICSS2015-01-326
5. Ambroise, L., Peillon, S., Prim-Allaz, I. and Teysssier, C. (2016), “Servitization strategy and financial performance of manufacturing SMEs: a necessary alignment between the service concept and the operational service system”, in14th International Research Conference in Service Management in La LondedesMaures, Juin,France.
6. Ardolino, M., Rapaccini, M., Saccani, N., Gaiardelli, P., Crespi, G. and Ruggeri, C. (2018), “The role of digital technologies for the service transformation of industrial companies”, International Journal of Production Research, Vol. 56 No.6, pp.2116-2132.
7. Baines, T., Lightfoot, H, O. Benedettini, and J. M. Kay. (2009). “The servitization of manufacturing: A review of literature and reflection on future challenges,” J. Manuf. Technol. Manage., vol. 20, no. 5, pp. 547–567.
8. Baines, T., & W. Lightfoot, H. (2013). Servitization of the manufacturing firm. International Journal of Operations & Production Management, 34(1), 2–35. https://doi.org/10.1108/ijopm-02-2012-0086
9. Benedettini, Ornella & Neely, Andy & Swink, Morgan. (2015). Why do servitized firms fail? A risk-based explanation. International Journal of Operations & Production Management. 35. 946-979. 10.1108/IJOPM-02-2014-0052.
10. Berg, H., Petrón, M., & Greybeck, B. (2012). Setting the Foundation for Working with English Language Learners in the Secondary Classroom. American Secondary Education, 40(3), 34–44. http://www.jstor.org/stable/43694139
11. Birkinshaw, J., Foss, N. & Lindenberg, S. (2014). Combining Purpose With Profits. MIT Sloan Management Review. 55.
12. Bruce, M., Bessant, J. (2002). Design in business: strategic innovation through design. Financial Times Prentice Hall. London.
13. Brown, T. (2009). Change by Design. Harper Business.
14. Brynjolfsson, E., McAfee, A. (2011). Race Against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy. Digital Frontier Press.
15. Brynjolfsson, E., McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. New York, NY, US: W W Norton & Co.
16. Bullinger, H.-J., Warschat, J., & Fisher, D. (2000). Rapid product development- an overview. Computers in Industry , 42, 99-108.
17. Bustinza, O. F., Gomes, E., Vendrell-Herrero, F., & Tarba, S. Y. (2018). An organizational change framework for digital servitization: Evidence from the Veneto region. Strategic Change, 27(2), 111–119. https://doi.org/10.1002/jsc.2186
18. Cambridge Dictionary. Suggestion. https://dictionary.cambridge.org/us/dictionary/english/suggestion
19. Carlgren, L., Rauth, I., & Elmquist, M. (2016). Framing Design Thinking: The Concept in Idea and Enactment. Creativity and Innovation Management. https://doi.org/10.1111/caim.12153
20. Claudio Dell'Era, Alessio Marchesi & Roberto Verganti (2010) Mastering Technologies in Design-Driven Innovation, Research Technology Management, 53:2, 12-23, DOI:10.1080/08956308.2010.11657617
21. Candell, O., Karim, R., & Söderholm, P. (2009). eMaintenance—Information logistics for maintenance support. Robotics and Computer-Integrated Manufacturing, 25(6), 937–944. https://doi.org/10.1016/j.rcim.2009.04.005
22. Carlopio, J. (2010). Strategy by Design: A Process of Strategy Innovation. Palgrave Macmillan New York.
23. Creswell, J. W., & Poth, C. N. (2017). Qualitative Inquiry and Research Design: Choosing Among Five Approaches (4th ed.). SAGE Publications, Inc.
24. Davies, A. (2004). Moving base into high-value integrated solutions: a value stream approach. Industrial and Corporate Change, 13(5), 727–756. https://doi.org/10.1093/icc/dth029
25. Deborah Nas.(2021). Design things that make sense. BIS Publisher.
26. de Coulon, F. (1998). Théorie et traitement des signaux (Vol. 6). Presses polytechniques et universitaires romandes.
27. Dell’Era, C., Marchesi, A., & Verganti, R. (2010). Mastering Technologies in Design-Driven Innovation. Research Technology Management, 53(2), 12–23. https://doi.org/10.1080/08956308.2010.11657617
28. Díaz-Garrido, E., Pinillos, M. J., Soriano-Pinar, I., & García-Magro, C. (2018). Changes in the intellectual basis of servitization research: A dynamic analysis. Journal of Engineering and Technology Management, 48, 1–14. https://doi.org/10.1016/j.jengtecman.2018.01.005
29. Drucker, Peter. (2002). The Discipline of Innovation. Harvard business review. 80. 95-100, 102, 148.
30. Ellinger, A. E., Daugherty, P. J., & Gustin, C. M. (1997). The relationship between integrated logistics and customer service. Transportation Research Part E: Logistics and Transportation Review, 33(2), 129–138. https://doi.org/10.1016/s1366-5545(97)00012-4
31. Eric Almquist, Jamie Cleghorn, and Lori Sherer. (2018). The B2B Elements of Value. Harvard Business Review. March-April 2018 issue (pp.72-81).
32. Evans, P. C., & Annunziata, M. (2012). Industrial internet: Pushing the boundaries of minds and machines. (General Electric).
33. Fang, E. E., Palmatier, R. W., & Steenkamp, J. B. E. (2008). Effect of Service Transition Strategies on Firm Value. Journal of Marketing, 72(5), 1–14. https://doi.org/10.1509/jmkg.72.5.1
34. Finne, M., Brax, S., & Holmström, J. (2013). Reversed servitization paths: a case analysis of two manufacturers. Service Business, 7(4), 513–537. https://doi.org/10.1007/s11628-013-0182-1
35. Flyvbjerg, B., & Sampson, S. (2001). Making Social Science Matter: Why Social Inquiry Fails and How it Can Succeed Again (1st ed.). Cambridge University Press.
36. R.A. (Robert) van der Heijden. (2011). The Fuzzy Front End of Radical Design-Driven Innovation. BSc Industrial Engineering & Management Science. Eindhoven. Thesis.
37. Hatchuel, A. 2002. Towards Design Theory and Expandable Rationality: The Unfinished Program of Herbert Simon. Journal of Management and Governance 5 (3):260–273.
38. Heijden, J. (2011). Institutional Layering: A Review of the Use of the Concept. Politics, 31(1), 9–18. https://doi.org/10.1111/j.1467-9256.2010.01397.x
39. Hong, P., Vonderembse, M. A., Doll, W. J., & Nahm, A. Y. (2005). Role change of design engineers in product development. Journal of Operations Management, 24(1), 63–79. https://doi.org/10.1016/j.jom.2005.03.002
40. Gago, D., & Rubalcaba, L. (2006). Innovation and ICT in service firms: towards a multidimensional approach for impact assessment. Journal of Evolutionary Economics, 17(1), 25–44. https://doi.org/10.1007/s00191-006-0030-8
41. Gartner (2017). IT glossary - digitalization. https://www.gartner.com/it-glossary/ digitalization, Accessed date: 30 September 2017.
42. Gebauer, H., Fleisch, E., & Friedli, T. (2005). Overcoming the Service Paradox in Manufacturing Companies. European Management Journal, 23(1), 14–26. https://doi.org/10.1016/j.emj.2004.12.006
43. Gebauer, H., Friedli, T., & Fleisch, E. (2006). Success factors for achieving high service revenues in manufacturing companies. Benchmarking: An International Journal, 13(3), 374–386. https://doi.org/10.1108/14635770610668848
44. Grewal, Rajdeep, & Lilien, Gary L. (2012). Business-to-business marketing: Looking back, looking forward. In Lilien, & Grewal (Eds.), Handbook of business-to-business marketing (pp. 1–14). Edward Elgar Press.
45. Grubic, T. (2018). Remote monitoring technology and servitization: Exploring the relationship. Computers in Industry, Elsevier, 100(March), 148–158.
46. Holler, J., Tsiatsis, V., & Mulligan, C. (2017). Toward a Machine Intelligence Layer for Diverse Industrial IoT Use Cases. IEEE Intelligent Systems, 32(4), 64–71. https://doi.org/10.1109/mis.2017.3121543
47. Iansiti, M., & Khanna, T. (1995). Technological Evolution, System Architecture and the Obsolescence of Firm Capabilities. Industrial and Corporate Change, 4(2), 333–361. https://doi.org/10.1093/icc/4.2.333
48. Jessica Norlander. (2020). Complex or complicated? Why big business can no longer ignore the distinction. Forbes.
49. Jochen Böringer, Brett Grehan, Dieter Kiewell, Soenke Lehmitz, Philipp Moser. (2019). Four pathways to digital growth that work for B2B companies. Mckinsey & Company.
50. Johansson-Sköldberg, U., Woodilla, J., & Çetinkaya, M. (2013). Design Thinking: Past, Present and Possible Futures. Creativity and Innovation Management, 22(2), 121–146. https://doi.org/10.1111/caim.12023
51. Johnston, M., P., (2014). Secondary data analysis: A Method of which the time has come. Qualitative and Quantitative Methods in Libraries (QQML) 3:619 626, 2014.
52. Josephson, B. W., Johnson, J. L., Mariadoss, B. J., & Cullen, J. (2015). Service Transition Strategies in Manufacturing. Journal of Service Research, 19(2), 142–157. https://doi.org/10.1177/1094670515600422
53. Kaganer, E., Pawlowski, S., & Wiley-Patton, S. (2010). Building Legitimacy for IT Innovations: The Case of Computerized Physician Order Entry Systems. Journal of the Association for Information Systems, 11(1), 1–33. https://doi.org/10.17705/1jais.00219
54. Kastalli, I. V., & van Looy, B. (2013). Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance. Journal of Operations Management, 31(4), 169–180. https://doi.org/10.1016/j.jom.2013.02.001
55. Kees Dorst. (2016). Frame innovation. MIT Press.
56. Krippendorff, K. (1989). On the Essential Contexts of Artifacts or on the Proposition That “Design Is Making Sense (Of Things).” Design Issues, 5(2), 9–39. https://doi.org/10.2307/1511512
57. Kowalkowski, C., Gebauer, H., Kamp, B., & Parry, G. (2017). Servitization and deservitization: Overview, concepts, and definitions. Industrial Marketing Management, 60, 4–10. https://doi.org/10.1016/j.indmarman.2016.12.007
58. Larry Keeley, and Helen Walters. (2013). Ten Types of Innovation. Wiley Publisher.
59. Lawson, B. 1994. Design in Mind. Oxford, UK: Butterworth-Heinemann.
60. Lee, J. Y., Sridhar, S., & Palmatier, R. W. (2015). Customer-centric org charts aren¶t right for every company. In Harvard Business Review.
61. Lerch, C., & Gotsch, M. (2015). Digitalized Product-Service Systems in Manufacturing Firms: A Case Study Analysis. Research-Technology Management, 58(5), 45–52. https://doi.org/10.5437/08956308x5805357
62. Leifer, R., McDermott, C. M., O’Connor, G. C., Peters, L. S., P., M. R., Rice, M., & Veryzer, R. W. (2000). Radical Innovation: How Mature Companies Can Outsmart Upstarts (1st ed.). Harvard Business Review Press.
63. Liao, Y., Deschamps, F., Loures, E. D. F. R., & Ramos, L. F. P. (2017). Past, present and future of Industry 4.0 - a systematic literature review and research agenda proposal. International Journal of Production Research, 55(12), 3609–3629. https://doi.org/10.1080/00207543.2017.1308576
64. Liedtka, J., & Ogilvie, T. (2014). Designing for Growth: A Design Thinking Toolkit for Managers. In Psychological Science. https://doi.org/10.1007/s13398-014-0173-7.2
65. Lilien, G. L. (2016). The B2B Knowledge Gap. International Journal of Research in Marketing, 33(3), 543–556. https://doi.org/10.1016/j.ijresmar.2016.01.003
66. March, J., G. (2010). The ambiguities of experience. Cornell University Press.
67. Kohtamäki, M., Parida, V., Patel, P. C., & Gebauer, H. (2020). The relationship between digitalization and servitization: The role of servitization in capturing the financial potential of digitalization. Technological Forecasting and Social Change, 151, 119804. https://doi.org/10.1016/j.techfore.2019.119804
68. Martín-Peña, María & Sánchez-López, José & Diaz-Garrido, Eloísa. (2019). Servitization and digitalization in manufacturing: the influence on firm performance. Journal of Business & Industrial Marketing. ahead-of-print. 10.1108/JBIM-12-2018-0400.
69. Mathison, S. (1988). Why Triangulate? Educational Researcher, 17(2), 13–17. https://doi.org/10.3102/0013189x017002013
70. Matthyssens, P. (2019). Reconceptualizing value innovation for Industry 4.0 and the Industrial Internet of Things. Journal of Business & Industrial Marketing, 34(6), 1203–1209. https://doi.org/10.1108/jbim-11-2018-0348
71. Miller, D., Hope, Q., Eisenstat, R., Foote, N., & Galbraith, J. (2002). The problem of solutions: Balancing clients and capabilities. Business Horizons, 45(2), 3–12. https://doi.org/10.1016/s0007-6813(02)00181-7
72. Mont, O. (2002). Clarifying the concept of product–service system. Journal of Cleaner Production, 10(3), 237–245. https://doi.org/10.1016/s0959-6526(01)00039-7
73. Morakanyane, Resego & Grace, Audrey & O'Reilly, Phillip. (2017). Conceptualizing Digital Transformation in Business Organizations: A Systematic Review of Literature. 10.18690/978-961-286-043-1.30.
74. Norman, D.A., & Verganti, R. (2014). Incremental and Radical Innovation: Design Research vs. Technology and Meaning Change. Design Issues, 30, 78-96.
75. Öberg, Å. (2012) Innovation driven by meaning. School of Innovation, Design and Engineering, Mälardalen University.
76. Oberholzer-Gee, F. (2021). Eliminate Strategic Overload. Harvard Business Review Press. May-June 2021.
77. Oliva, R., & Kallenberg, R. (2003). Managing the transition from products to services. International Journal of Service Industry Management, 14(2), 160–172. https://doi.org/10.1108/09564230310474138
78. Papanek, V. (1985). Design for the Real World. Academy Chicago.
79. Parida, V., Sjödin, D. R., Wincent, J., & Kohtamäki, M. (2014). Mastering the transition to product-service provision: Insights into business models, learning activities, and capabilities. Research-Technology Management, 57(3), 44–52.
80. Perks, H., Cooper, R., & Jones, C. (2005). Characterizing the Role of Design in New Product Development: An Empirically Derived Taxonomy*. Journal of Product Innovation Management, 22(2), 111–127. https://doi.org/10.1111/j.0737-6782.2005.00109.x
81. Pine, J.B. and Gilmore, J.H. (1999). The Experience Economy. Harvard Business School Press, Boston, MA.
82. Plattner H., Meinel C., Weinberg U. (2009). Design Thinking : Innovation lernen--Ideenwelten öffnen. München : mi-Wirtschaftsbuch.
83. Porter, M.E. and Heppelmann, J.E. (2014), “How smart, connected products are transforming competition”, Harvard Business Review, Vol. 92No.11,pp.64-88.
84. Rabetino, R., Harmsen, W., Kohtamäki, M., & Sihvonen, J. (2018). Structuring servitization-related research. International Journal of Operations & Production Management, 38(2), 350–371. https://doi.org/10.1108/ijopm-03-2017-0175
85. Ramiller, N. C., & Swanson, E. B. (2003). Organizing Visions for Information Technology and the Information Systems Executive Response. Journal of Management Information Systems, 20(1), 13–50. https://doi.org/10.1080/07421222.2003.11045760
86. Ramon Casadesus-Masanell, Oliver Gassmann, Roman Sauer. (2017). Hilti(A): Fleet Management? Harvard Business School.
87. Ramon Casadesus-Masanell, Oliver Gassmann, Roman Sauer. (2017). Hilti Fleet Management (A): Turning a Successful Business Model on Its Head. Harvard Business School.
88. Ramon Casadesus-Masanell, Oliver Gassmann, Roman Sauer. (2017). Hilti Fleet Management (B): Towards a New Business Model. Harvard Business School.
89. Reid, D. A., & Plank, R. E. (2000). Business Marketing Comes of Age: A Comprehensive Review of the Literature. Journal of Business-to-Business Marketing, 7(2–3), 9–186. https://doi.org/10.1300/j033v07n02_02.
90. Rheaume, Jonathan M. (2003), "High-mix, low-volume lean manufacturing implementation and lot size optimization at an aerospace OEM", Massachusetts Institute of Technology, available at: http://hdl.handle.net/1721.1/82699
91. Rymaszewska, A., Helo, P., & Gunasekaran, A. (2017). IoT powered servitization of manufacturing – an exploratory case study. International Journal of Production Economics, 192, 92–105. https://doi.org/10.1016/j.ijpe.2017.02.016
92. Sale, J. E., Lohfeld, L. H., & Brazil, K. (2002). Revisiting the Quantitative-Qualitative Debate: Implication for Mixed-Methods Research. Quality and Quantity, 36(1), 43-53.
93. Sands, R. G., & Roer-Strier, D. (2006). Using Data Triangulation of Mother and Daughter Interviews to Enhance Research about Families. Qualitative Social Work, 5(2), 237–260. https://doi.org/10.1177/1473325006064260
94. Schön, D. A. 1983. The Reflective Practitioner: How Professionals Think in Action. London:Temple Smith.
95. Simon, H. (2009). Hidden champions of the twenty-first century: The success strategies of unknown world market leaders. New York: Springer Science & Business Media.
96. Sklyar, A., Kowalkowski, C., Tronvoll, B., & Sörhammar, D. (2019). Organizing for digital servitization: A service ecosystem perspective. Journal of Business Research, 104, 450–460. https://doi.org/10.1016/j.jbusres.2019.02.012
97. Stake, R, E. (1995). The art of case study research. London: Sage Publications.
98. Stewart, D. W., & Kamins, M. A. (1993). Secondary research: Information sources and methods. Newbury Park, CA: Sage.
99. Sutton, R. I., and A. Hargardon. 1996. Brainstorming Groups in Context: Effectiveness in a Product Design Firm. Administrative Science Quarterly 41:685–718.
100. Sutton, R. I., and T. A. Kelley. 1997. Creativity Doesn’t Require Isolation: Why Product Designers Bring Visitors “Backstage.” California Management Review 40 (1):75–91.
101. Paschou, T., Rapaccini, M., Adrodegari, F., & Saccani, N. (2020). Digital servitization in manufacturing: A systematic literature review and research agenda. Industrial Marketing Management, 89, 278–292. https://doi.org/10.1016/j.indmarman.2020.02.012.
102. Utterback, J.M., Vedin, B.A., Alvarez, E., Ekman, S., Sanderson, S., Tether, B., Verganti, R. (2006). Design Inspired Innovation. World Scientific Publishing, New York
103. Van Aken, J.E., Berends, H., Van der Bij, H. (2007). Problem Solving in Organizations. A methodological Handbook for Business Students. Cambridge University Press, Cambridge.
104. Vandermerwe, S., & Rada, J. (1988). Servitization of business: Adding value by adding services. European Management Journal, 6(4), 314–324. https://doi.org/10.1016/0263-2373(88)90033-3
105. Vendrell-Herrero, F., Bustinza, O. F., Parry, G., & Georgantzis, N. (2017). Servitization, digitization and supply chain interdependency. Industrial Marketing Management, 60, 69–81. https://doi.org/10.1016/j.indmarman.2016.06.013.
106. Verganti, R.(2003). Design as brokering of languages: Innovation strategies in Italian firms. Design management journal, 14(3), 34-42.
107. Verganti, R. (2008). Design, Meanings, and Radical Innovation: A Metamodel and a Research Agenda*. Journal of Product Innovation Management, 25(5), 436–456. https://doi.org/10.1111/J.1540-5885.2008.00313.X
108. Visnjic, I., Wiengarten, F., & Neely, A. (2014). Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance. Journal of Product Innovation Management, 33(1), 36–52. https://doi.org/10.1111/jpim.12254
109. Webster, Frederick E. (1965). Modeling the industrial buying process. Journal of Marketing Research, 2(4), 370–376.
110. Willemsen M. & Watson, R. (2018). A Transdisciplinary Approach to Wildlife Crime.
111. Whitbeck, C. (1998). Ethics in Engineering Practice and Research. Cambridge, UK:Cambridge University Press.
112. Wurzer, A., J., Noken, S., & Sollner, O., (2019). Business model transformation to adapt to the digitization in the construction industry. MIPLM Industry Case Study Series Nr: ICSS2015-01-326.
113. Yin, R.K. (2009). Case Study Research. Design and Methods. 4rd edition. Los Angeles: Sage Publications.
114. Zampollo, Francesca. (2015). Design-Driven Innovation vs User-Centered Design. Not really.... 10.13140/RG.2.1.2687.3768.
115. Zurlo, F.; Cagliano, R.; Simonelli, G.; and Verganti, R. 2002. Innovare con il design: Il caso del settore dell’illuminazione in Italia. Il Sole 24 Ore.
