Developing a Human-centred and Science-based Approach to Design: The Knowledge Management Platform Project

British Journal of Management

Volumn 24, Issue 2, 2013, Pages 264-280

  Pascal, Amandine ^a   Thomas, Catherine ^b   Romme, A Georges L ^c  

^a The Institute of Labour Economics and Industrial Sociology LEST   (France)

^b UNIVERSITÉ CÔTE D'AZUR   (France)

^c EINDHOVEN UNIVERSITY OF TECHNOLOGY   (Netherlands)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84877064118     PISSN: 10453172     EISSN: 14678551     Source Type: Journal    
DOI: 10.1111/j.1467-8551.2011.00802.x     Document Type: Article

References (80)

1. Ackoff, R. L. (1999). Re-Creating the Corporation: A Design of Organizations for the 21st Century. New York: Oxford University Press.
2. Akrich, M., M. Callon and B. Latour (2002). 'The key to success in innovation', International Journal of Innovation Management, 6, pp. 207-225.
3. Andriessen, D. (2007). 'Designing and testing an OD intervention: reporting intellectual capital to develop organizations', Journal of Applied Behavioral Science, 43, pp. 89-107.
4. Arrègle, J.-L., T. Amburgey and T. Dacin (1998). 'Le rôle des capacités organisationnelles dans le développement des réseaux d'entreprises: une application aux alliances', Finance Contrôle Stratégie, 1, pp. 7-25.
5. Athey, T. R. and M. S. Orth (1999) 'Emerging competency methods for the future', Human Resource Management, 38, pp. 215-226.
6. Banathy, B. H. (1996). Designing Social Systems in a Changing World. New York: Plenum.
7. Barlatier, P.-J. and C. Thomas (2007). 'Savoir-voir collectif et développement des capacités réseaux', Revue Française de Gestion, 170, pp. 173-190.
8. Bartunek, J. M. and M. R. Louis (1996). Insider/Outsider Team Research. Thousand Oaks, CA: Sage.
9. Bartunek, J. M., P. G. Foster-Fishman and C. B. Keys (1996). 'Using collaborative advocacy to foster intergroup collaboration: a joint insider-outsider investigation', Human Relations, 49, pp. 701-733.
10. Bate, P. and G. Robert (2007). 'Toward more user-centric OD: lessons from the field of experience-based design and a case study', Journal of Applied Behavioral Science, 43, pp. 41-66.
11. Boland, R. J. and F. Collopy (2004). Managing as Designing. Stanford, CA: Stanford University Press.
12. Briner, R. B. and D. Denyer (2012). 'Systematic review and evidence synthesis as a practice and scholarship tool'. In D. M. Rousseau (ed.), Handbook of Evidence-Based Management: Companies, Classrooms, and Research, forthcoming. Oxford: Oxford University Press.
13. Calori, R. (2000). 'Ordinary theorists in mixed industries', Organization Studies, 21, pp. 1031-1057.
14. Carroll, J.M. (1995). Scenario-Based Design: Envisioning Work and Technology in System Development. Wiley: New York.
15. Carroll, J. M. (2000). 'Five reasons for scenario-based design', Interacting with Computers, 13, pp. 43-60.
16. Castells, M. and P. Hall (1994). Technopoles of the World: The Making of 21st Century Industrial Complexes. London: Routledge.
17. Chin, G., M. B. Rosson and J. M. Carroll (1997). 'Participatory analysis: shared development of requirements from scenarios'. In S. Pemberton (ed.), Proceedings of CHI'97: Human Factors in Computing Systems (Atlanta, 22-27 March), pp. 162-169. New York: ACM Press/Addison-Wesley.
18. Cook, P. and R. Huggins (2003). 'High-technology clustering in Cambridge (UK)'. In F. Sforzi (ed.), The Institutions of Local Development, pp. 51-74. Aldershot: Ashgate.
19. Damodaran, L. (1996). 'User involvement in the systems design process - a practical guide for users', Behaviour and Information Technology, 15, pp. 363-377.
20. David, A. (2000). 'La recherche-intervention: cadre général pour la recherche en management?' In A. David, A. Hatchuel and R. Laufer (eds), Les Nouvelles Fondations des Sciences de Gestion: Eléments Epistémologiques de la Recherche en Management, pp. 193-213. Paris: Vuibert-Fnege.
21. Denyer, D. and D. Tranfield (2006). 'Using qualitative research synthesis to build an actionable knowledge base', Management Decision, 44, pp. 213-227.
22. Denyer, D., D. Tranfield and J. E. Van Aken (2008). 'Developing design propositions through research synthesis', Organization Studies, 29, pp. 393-414.
23. Dewey, J. (1938). Logic: The Theory of Inquiry. New York: Henry Holt.
24. Dunne, D. and R. Martin (2006). 'Design thinking and how it will change management education: an interview and discussion', Academy of Management Learning and Education, 5, pp. 512-523.
25. Dyer, J. H. and H. Singh (1998). 'The relational view: cooperative strategy and sources of inter-organizational competitive advantage', Academy of Management Review, 23, pp. 660-679.
26. Eckert, C. and J.-F. Boujut (2003). 'The role of objects in design co-operation: communication through physical or virtual objects', Computer Supported Cooperative Work, 12, pp. 145-151.
27. Foss, J. F. (1999). 'Networks, capabilities, and competitive advantage', Scandinavian Journal of Management, 15, pp. 1-15.
28. Gibbons, M., C. Limoges, H. Nowotny, S. Schwartzman, P. Scott and M. Trow (1994). The New Production of Knowledge: The Dynamics of Science and Research in Contemporary Societies. London: Sage.
29. Hamel, G. and C. K. Prahalad (1994). Competing for the Future. Boston, MA: Harvard Business School Press.
30. Hatchuel, A. (2001). 'The two pillars of new management research', British Journal of Management, 12, pp. S33-S39.
31. Hatchuel, A., P. Lemasson and B. Weil (2006). 'Building innovation capabilities: the development of design-oriented organizations'. In J. Hage and M. Meeus (eds), Innovation, Science and Institutional Change: A Research Handbook, pp. 294-312. Oxford: Oxford University Press.
32. Henderson, K. (1999). On Line and on Paper: Visual Representations, Visual Culture and Computer Graphics in Design Engineering. Boston, MA: MIT Press.
33. Hevner, A. R., S. T. March, J. Park and S. Ram (2004). 'Design science in information systems research', MIS Quarterly, 28, pp. 75-106.
34. Hodgkinson, G. P. and M. P. Healey (2008). 'Toward a (pragmatic) science of strategic intervention: design propositions for scenario planning', Organization Studies, 29, pp. 435-457.
35. Huff, A. S. and J. O. Huff (2001). 'Re-focusing the business school agenda', British Journal of Management, 12, pp. S49-S54.
36. Ives, B. and M. H. Olson (1984). 'User involvement and MIS success: a review of research', Management Science, 30, pp. 586-603.
37. Jelinek, M., A. G. L. Romme and R. J. Boland (2008). 'Introduction to the special issue: Organization studies as a science for design - creating collaborative artefacts and research', Organization Studies, 29, pp. 317-330.
38. Keeble, D., C. Lawson, B. Moore and F. Wilkinson (1999). 'Collective learning processes, networking and "institutional thickness" in the Cambridge region', Regional Studies, 33, pp. 319-332.
39. Kilduff, M. and M. Kelemen (2001). 'The consolations of organization theory', British Journal of Management, 12, pp. S55-S60.
40. Kogut, B. (2000). 'The network as knowledge: generative rules and the emergence of structure', Strategic Management Journal, 21, pp. 405-425.
41. Kogut, B. and U. Zander (1992). 'Knowledge of the firm, combinative capabilities, and the replication of technology', Organization Science, 3, pp. 383-397.
42. Krafft, J. (2004). 'Entry, exit and knowledge: evidence from a cluster in the info-communications', Research Policy, 33, pp. 1687-1706.
43. Krippendorff, K. (2006). The Semantic Turn: A New Foundation for Design. Boca Raton, FL: CRC Press.
44. Kumar, N., L. W. Stern and J. C. Anderson (1993). 'Conducting interorganizational research using key informants', Academy of Management Journal, 36, pp. 1633-1651.
45. Lazaric, N. and C. Thomas (2006). 'The coordination and codification of knowledge inside a network, or the building of an epistemic community: the "Telecom Valley" case study'. In W. Dolfsma and L. Soete (eds), Reading the Dynamics of a Knowledge Economy, pp. 129-156. Cheltenham: Edward Elgar.
46. Lazaric, N., C. Longhi and C. Thomas (2008). 'Gatekeepers of knowledge versus platforms of knowledge: from potential to realized absorptive capacity', Regional Studies, 3, pp. 45-63.
47. Le Boterf, G., S. Barzucchetti and F. Vincent (1992). Comment Manager la Qualité de la Formation. Paris: Editions d'Organisation.
48. Longhi, C. (1999). 'Networks, collective learning and technology development in innovative high technology regions: the case of Sophia Antipolis', Regional Studies, 33, pp. 333-342.
49. Maskell, P. and M. Lorenzen (2004). 'The cluster as market organization', Urban Studies, 41, pp. 991-1009.
50. Mohrman, S. A. (2007). 'Having relevance and impact: the benefits of integrating the perspectives of design science and organizational development', Journal of Applied Behavioral Science, 43, pp. 12-24.
51. Nahapiet, J. and S. Ghoshal (1998). 'Social capital, intellectual capital, and the organizational advantage', Academy of Management Review, 23, pp. 242-266.
52. Nelson, R. R. and S. G. Winter (1982). An Evolutionary Theory of Economic Change. Cambridge, MA: Harvard University Press.
53. Nordhaug, O. (1996). 'Collective competences in organization'. In J. S. Falkenberg and S. Haugland (eds), Rethinking the Boundaries of Strategy, pp. 193-217. Copenhagen: Copenhagen Business School Press.
54. Orlikowski, W. J. (2004). 'Managing and designing: attending to reflexiveness and enactement'. In R. J. Boland and F. Collopy (eds), Managing as Designing, pp. 90-95. Stanford, CA: Stanford University Press.
55. Pandza, K. and R. Thorpe (2010). 'Management as design, but what kind of design? An appraisal of the design science analogy for management', British Journal of Management, 21, pp. 171-186.
56. Pascal, A. and E. Rouby (2006). 'Construire des scénarios d'usage: une approche gestionnaire - le cas KMP', 17èmes Journées Francophones d'Ingénierie des Connaissances (CD Proceedings). Nantes.
57. Pawson, R. (2006). Evidence-based Policy: A Realist Perspective. London: Sage.
58. Plsek, P., J. Bibby and E. Whitby (2007). 'Practical methods for extracting explicit design rules grounded in the experience of organizational managers', Journal of Applied Behavioral Science, 43, pp. 153-170.
59. Richardson, G. B. (1972). 'The organisation of industry', Economic Journal, 82, pp. 883-896.
60. Romanelli, E. and O. K. Khessina (2005). 'Regional industrial identity: cluster configurations and economic development', Organization Science, 16, pp. 344-358.
61. Romme, A. G. L. (2003). 'Making a difference: organization as design', Organization Science, 14, pp. 558-573.
62. Romme, A. G. L. and G. Endenburg (2006). 'Construction principles and design rules in the case of circular design', Organization Science, 17, pp. 287-297.
63. Rouby, E. and C. Thomas (2004). 'La codification des compétences organisationnelles: l'épreuve des faits', Revue Française de Gestion, 149, pp. 51-68.
64. Rouby, E. and C. Thomas (2009). 'Des compétences individuelles aux compétences stratégiques: quelles propositions? Vers une solution innovante de gestion articulée des compétences', Revue Interventions Economiques, 40.
65. Rychen, F. and J. B. Zimmermann (2006). 'Clusters in the global knowledge based economy: knowledge gatekeepers and temporary proximity', Regional Studies, 42, pp. 173-184.
66. Sammarra, A. and L. Biggiero (2001). 'Identity and identification in industrial districts', Journal of Management and Governance, 5, pp. 61-82.
67. Sanchez, R., A. Heene and H. Thomas (1996). Dynamics of Competence-Based Competition. Oxford: Elsevier Science.
68. Tatnall, A. and A. Gilding (1999). 'Actor-network theory and information systems research'. Paper presented at the 10th Australasian Conference on Information Systems (ACIS), Wellington, Victoria University of Wellington.
69. Tranfield, D. and K. Starkey (1998). 'The nature, social organization and promotion of management research: towards policy', British Journal of Management, 9, pp. 341-353.
70. Tranfield, D., D. Denyer and P. Smart (2003). 'Towards a methodology for developing evidence-informed management knowledge by means of systematic review', British Journal of Management, 14, pp. 207-222.
71. Tsang, E. W. K. and K.-M. Kwan (1999). 'Replication and theory development in organizational science: a critical realist perspective', Academy of Management Review, 24, pp. 759-780.
72. Van Aken, J. E. (2004). 'Management research on the basis of the design paradigm: the quest for field-tested and grounded technological rules', Journal of Management Studies, 4, pp. 219-246.
73. Van Aken, J. E. (2005). 'Management research as a design science: articulating the research products of mode 2 knowledge production in management', British Journal of Management, 16, pp. 19-36.
74. Van Aken, J. E. and A. G. L. Romme (2012). 'A design science approach to evidence-based management'. In D. M. Rousseau (ed), Handbook of Evidence-Based Management: Companies, Classrooms and Research, forthcoming. Oxford: Oxford University Press.
75. Van Burg, E., A. G. L. Romme, V. A. Gilsing and I. M. Reymen (2008). 'Creating university spin-offs: a science-based design perspective', Journal of Product Innovation Management, 25, pp. 114-128.
76. Van de Ven, A. H. and P. E. Johnson (2006). 'Knowledge for theory and practice', Academy of Management Review, 31, pp. 802-821.
77. Warfield, J. N. (1984). A Science of Generic Design: Managing Complexity through Systems Design. Ames, IA: Iowa State University Press.
78. Weick, K. E. (2001). 'Gapping the relevance bridge: fashion meets fundamentals in management research', British Journal of Management, 12, pp. S71-S76.
79. Wenger, E. (1998). Communities of Practice: Learning, Meaning and Identity. Cambridge: Cambridge University Press.
80. Worren, N. A., K. Moore and R. Elliott (2002). 'When theories become tools: toward a framework for pragmatic validity', Human Relations, 55, pp. 1227-1250.