Conference Agenda

CK-theory is about design creativity & innovation. Operational theory is about optimization and efficiency. CK-theory is about the search for the new in the unknown. Operational theory is about squeezing out inefficiency in the known. CK-theory works best under low pressure whereas operational theory works best under high pressure. CK-theory provides a framework for an exploration of an unknown jungle whereas operational theory provides the procedures for traveling by public transport.

This paper addresses the challenging situation of applying design creativity within tightly organized operational processes. Processes are tightly woven organizational routines which resemble the parasympathetic system of our digestion that proceeds autonomously. How can we break in and make room for design creativity?

From a situational perspective on CK theory, we then look at the theory of organizational routines. What are they and how are they created? These thoughts form the prelude to an exploration of the possible inclusion forces of routines, the forces that keep people within the behavior of the routines. Along the lines of a Deweyan inquiry, we look for integration of these elements to ultimately arrive at a proposal for resolution. Not easy, but fundamental.

This paper explains the critical steps that a family owned furniture manufacturing business with a century-long history from an emerging country has taken, to have a presence in international markets. It focuses on their design strategies to hold their presence and sustain growth in the sector. We know that exporting is the “standard” pattern for growth for all sectors including the furniture industry. If a company does not invest in becoming a well-known brand however, the benefits of exporting remain limited. The literature cites Original Equipment Manufacturing (OEM), Original Design Manufacturing (ODM) and Original Brand Manufacturing (OBM) as export strategies for companies to have a presence in the global value chains (GVCs) and also reveals that some companies apply several strategies simultaneously (Author, 2018; 2021). In this paper, we will explore how the company follows a dual strategy as being an agile subcontractor with a strong in-house design team and production capabilities and also maintaining a high-quality original furniture collection (ODM). By investing in internal design resources and forging collaborations with external designers, the company has successfully capitalized on the burgeoning demand for contract furniture. The case study will focus on the nature of new product development in contract furniture especially the role of specifiers, (architects/interior designers) and also on the company’s recent collaboration with a well-known Turkish designer in their effort to build a collection of unique products.

Industry demands that graduates excel in their academic disciplines while creatively solving problems and challenges across various contexts, while collaborating effectively as part of a multidisciplinary team. This paper reflects on key learnings and implications from delivery of an innovative and novel “year out” multidisciplinary design education programme for third-year undergraduate students from multiple disciplinary backgrounds. The programme’s core aim was to facilitate learning and application of a range of design tools and methods, while concurrently allowing students to apply knowledge and skills from their home disciplines. Bringing together students from a range of disciplines helped to create novel solutions to complex problems while fostering critical thinking, creativity, adaptability, communication and collaboration – key skills for graduate employability. This paper derives and interrogates key learnings associated with two years of programme delivery. With a focus on pedagogical approaches through the lens of Threshold concepts, we provide recommendations that support students to develop their own agency, to make this transition possible.