From organizing for innovation to innovating for organization: how co-design fosters change in organizations

Louis-Etienne Dubois (louis-etienne.dubois@hec.ca), Pascal Le Masson (pascal.le_masson@mines-paristech.fr), Benoit Weil (benoit.weil@mines-paristech.fr) and Patrick Cohendet (patrick.cohendet@hec.ca)
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Louis-Etienne Dubois: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, HEC Montréal - HEC Montréal
Pascal Le Masson: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Benoit Weil: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Patrick Cohendet: HEC Montréal - HEC Montréal

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Abstract: Amongst the plethora of methods that have been developed over the years to involve users, suppliers, buyers or other stakeholders in the design of new objects, co-design has been advertised as a way to generate innovation in a more efficient and more inclusive manner. Yet, empirical evidence that demonstrates its innovativeness is still hard to come by. Moreover, the fact that co-design workshops are gatherings of participants with little design credentials and often no prior relationships raises serious doubts on its potential to generate novelty. In this paper1, we study the contextual elements of 21 workshops in order to better understand what codesign really yields in terms of design outputs and relational outcomes. Our data suggest that codesign emerges in crisis situations and that it is best used as a two-time intervention. We also suggest using collaborative design activities as a way to bring about change through innovation.

Keywords: co-design; design; innovation; collaboration; change management (search for similar items in EconPapers)
Date: 2014-05
New Economics Papers: this item is included in nep-cse, nep-ino, nep-knm and nep-sbm
Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00981108v1
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Citations: View citations in EconPapers (4)

Published in AIMS 2014, May 2014, Rennes, France

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