Deconstructing Design to Facilitate its Research Within Public Service Organiszations
Wybierz format
RIS BIB ENDNOTEDeconstructing Design to Facilitate its Research Within Public Service Organiszations
Data publikacji: 23.03.2018
International Journal of Contemporary Management, 2017, Numer 16(3), s. 189-208
https://doi.org/10.4467/24498939IJCM.17.028.7548Autorzy
Deconstructing Design to Facilitate its Research Within Public Service Organiszations
Alford, J. (2016). Co-Production, Interdependence and Publicness: Extending public service-dominant logic. Public Management Review, 18(5), 673–691.
Ansell, C. & Torfing, J. (2014). Collaboration and design. New tools for public innovation. In: C. Ansell & J. Torfing (eds.), Public Innovation Through Collaboration and Design. London–New York: Routledge, 1–18.
Barzelay, M. & Thompson, F. (2010). Back to the future: Making public administration a design science. Public Administration Review, 70, S295–S297.
Bason, C. (2014). Design attitude as an innovation catalyst. In: C. Ansell & J. Torfing (eds.), Public Innovation Through Collaboration and Design. London–New York: Routledge, 209–228.
Boland, R. & Collopy, F. (eds.) (2004). Managing as Designing. Stanford University Press.
Boyett, I. (1996). The public sector entrepreneur – a definition. International Journal of Public Sector Management, 9(2), 36–51.
Brand, W. (2017). Visual Thinking. Amsterdam: BIS Publishers.
Cross, N. (1999). Natural intelligence in design. Design Studies, 20(1), 25–39.
Currano, R., Steinert, M. & Leifer, L. (2012). Design Loupes: A Bifocal Study to Improve the Management of Engineering Design Innovation by Co-evaluation of the Design Process and Information Sharing Activity. In: H. Plattner, C. Meinel & L. Leifer (eds.), Design Thinking Research. Studying Co-Creation in Practice. Berlin–Heidelberg: Springer-Verlag, 36, 89–105.
Deserti, A. & Rizzo, F. (2014). Design and organizational change in the public sector. Design Management Journal, 9(1), 85–97.
Design Commission (2013). Restarting Britain 2: Design and Public Services.
Design Council (2007a). A study of the design process. London: Design Council.
Design Council (2007b). Eleven Lessons: Managing design in eleven global companies Desk research report. London.
Dietz, G. & Hartog, D. (2006). Measuring trust inside organisations. Personnel Review, 35(5), 557–588.
European Commission (2013). Implementing an Action Plan for Design-Driven Innovation, 1–12. http://ec.europa.eu/enterprise/policies/innovation/files/design/design-swd-2013-380_en.pdf (access: 25.02.2017).
Ferrari, P.A. & Manzi, G. (2014). Citizens evaluate public services: a critical overview of statistical methods for analysing user satisfaction. Journal of Economic Policy Reform, 17(3), 236–252.
Fundacja Rozwoju Demokracji Lokalnej (2013). Zarządzanie strategiczne w samorządzie lokalnym. Wnioski i rekomendacje płynące z debaty eksperckiej zorganizowanej przez Fundację Rozwoju Demokracji Lokalnej. Fundacja Rozwoju Demokracji Lokalnej. http://www.frdl.org.pl/pliki/frdl/zarzadzanie%20strategiczne/Raport_z_debaty.pdf (access: 20.02.2017).
Gawroński, H. (2010). Zarządzanie strategiczne w samorządach lokalnych. Warszawa: Wolters Kluwer Polska.
Gloppen, J. (2009). Perspectives on design leadership and design thinking and how they relate to European service industries. Design Management Journal, 4(1), 33–47.
Haber, A. & Szałaj, M. (eds.) (2010). Ewaluacja w strategicznym zarządzaniu publicznym. Warszawa: Polska Agencja Rozwoju Przedsiębiorczości.
Hertenstein, J.H., Platt, M.B. & Veryzer, R.W. (2013). What Is “Good Design”?: An Investigation of the Complexity and Structure of Design. Design Management Journal, 8(1), 8–21.
Hughes, A., Moore, K. & Kataria, N. (2011). Innovation in Public Sector Organisations: A Pilot Survey for Measuring Innovation across the Public Sector. London: NESTA (March).
Hyde, P. & Davies, H.T.O. (2004). Service design, culture and performance: Collusion and co-production in health care. Human Relations, 57(11), 1407–1426, http://doi.org/10.1177/0018726704049415 (access: 15.02.2017).
IDEO (2012). Human Cente Design Toolkit.
Lee, Y. & Evans, M. (2012). What drives organisations to employ design-driven approaches? A study of fast moving consumer goods brand development. Design Management Journal, 74–88.
Lewandowski, M. (2017). Public organizations and business model innovation: The role of public service design. In: M. Lewandowski & B. Kożuch (eds.), Public Sector Entrepreneurship and the Integration of Innovative Business Models. Hershey, PA: IGI Global, 47–72.
Lewandowski, M. & Kożuch, B. (eds.) (2017). Public Sector Entrepreneurship and the Integration of Innovative Business Models. Hershey, PA: IGI Global.
Lojacono, G. & Zaccai, G. (2004). The Evolution of the Design-Inspired Enterprise. MIT Sloan Management Review, 44(4), 75–79.
Løvlie, L., Downs, C. & Reason, B. (2008). Bottom-line Experiences: Measuring the Value of Design in Service Bottom-line Experiences: Measuring the Value of Design in Service. Design Management Review, 19(1), 73–79.
Michlewski, K. (2008). Uncovering design attitude: Inside the culture of designers. Organization Studies, 29(3), 373–392.
Miller, K. & Moultrie, J. (2013). Understanding the skills of design leaders. Design Management Journal, 8(1), 35–51.
Mozota, B.B. de. (2008). A theoretical model for design in management science. Design Management Journal, 3(1), 30–37.
Mulgan, G. & Albury, D. (2002). Innovation in the public sector. Framework, 16 (October), 1998–2002.
Niven, P.R. (2003). Balanced Scorecard Step-by-step for Government and Nonprofit Agencies. Hoboken, N.J.: Wiley.
Osborne, S.P., Radnor, Z. & Strokosch, K. (2016). Co-production and the co-creation of value in public services: A suitable case for treatment? Public Management Review, 18(5), 639–653.
Osborne, S.P. & Strokosch, K. (2013). It takes two to tango? Understanding the co-production of public services by integrating the services management and public administration perspectives. British Journal of Management, 24(S3).
PDR (2013). Designing Effective Public Services: A practical Guide for Public Service Managers.
Public Administration Select Committee (2008). User Involvement in Public Services. Sixth Report of Session 2007–08.
Rosensweig, R.R. (2011). More than heroics: building design as a dynamic capability. Design Management Journal, 6, 16–26.
Saco, R.M. & Goncalves, A.P. (2008). Service design: An appraisal. Design Management Review, 19(1), 10–19.
Sanders, E.B.E. (2002). From user-centered to participatory design approaches. In: J. Frascara (ed.), Design and the Social Sciences Making Connections. London: Taylor & Francis Books Limited, 1–8.
Schön, D.A. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books.
Steen, M. & De Koning, N. (2011). Benefits of co-design in service design projects Marc. International Journal of Design, 5(2), 53–60.
Thoelen, A., Cleeren, S., Denis, A., Peters, K., Van Ael, K. & Willems, H. (2015). Public Service Design. A Guide for the Application of Service Design in Public Organisations. Brussels.
Van Dooren, W., Bouckaert, G. & Halligan, J. (2015). Performance Management in the Public Sector (2nd ed.). London–New York: Routledge.
Van Thiel, S. (2014). Research Methods in Public Administration and Public Management. London–New York: Routledge.
Whicher, A. (2016). Benchmarking Design for Innovation Policy in Europe. Doctoral Dissertation at Cardiff Metropolitan University. Cardiff. https://repository.cardiffmet.ac.uk/handle/10369/7999 (access: 1.03.2017).
Whicher, A., Swiatek, P. & Cawood, G. (2013). An overview of service design for the private and public sectors. See Platform, August.
Whicher, A., Swiatek, P. & Thurston, P. (2016). Trends in design and government in Europe. Design Management Review, 27(1), 44–50.
Zerbinati, S. & Souitaris, V. (2005). Entrepreneurship in the public sector: A framework of analysis in European local governments. Entrepreneurship & Regional Development, 17(1), 43–64.
Informacje: International Journal of Contemporary Management, 2017, Numer 16(3), s. 189-208
Typ artykułu: Oryginalny artykuł naukowy
Tytuły:
Deconstructing Design to Facilitate its Research Within Public Service Organiszations
Deconstructing Design to Facilitate its Research Within Public Service Organiszations
Uniwersytet Jagielloński w Krakowie
Polska
Publikacja: 23.03.2018
Status artykułu: Otwarte
Licencja: CC BY-NC-ND
Udział procentowy autorów:
Korekty artykułu:
-Języki publikacji:
AngielskiLiczba wyświetleń: 1038
Liczba pobrań: 936
Deconstructing Design to Facilitate its Research Within Public Service Organiszations
cytuj
pobierz pliki
RIS BIB ENDNOTE