In service design projects, collaboration between design consultant and service provider can be problematic. The nature of these projects requires a high level of shared understanding and commitment, which providers may not be used to. We studied designer-provider collaboration in multiple real-life cases, in order to uncover determinants for successful collaboration. The case studies involved six service innovation projects, performed by Dutch design agencies. Independent researchers closely monitored the projects. Additional interviews with designers and providers gave insights in how both parties experienced their collaboration in the innovation projects. During data analysis, a coding scheme was created inductively. The scheme supported us in formulating 12 themes for designer-provider collaboration, amongst them four contextual determinants of shared understanding and stakeholder commitment in SD-projects. The insights from this study were then grounded in literature. Knowledge gaps were identified on themes about agreements of responsibilities, the open-endedness of an SD-process, an opportunitysearching approach, and organizational change that is required for the successful implementation of innovative service concepts.
Background: In implementation science, vast gaps exist between theoretical and practical knowledge. These gaps prevail in the process of getting from problem analysis to selecting implementation strategies while engaging stakeholders including care users. Objective: To describe a process of how to get from problem analysis to strategy selection, how to engage stakeholders, and to provide insights into stakeholders’ experiences. Design: A qualitative descriptive design. Setting and participants: The setting was a care organization providing long-term care to people with acquired brain injuries who are communication vulnerable. Fourteen stakeholders (care users, professionals and researchers) participated. Data were collected by a document review, five interviews and one focus group. Inductive content analysis and deductive framework analysis were applied. Intervention: Stakeholder engagement. Main outcome measures: A three-step process model and stakeholders experiences. Results and conclusion: We formulated a three-step process: (a) reaching consensus and prioritizing barriers; (b) categorizing the prioritized barriers and idealization; and (c) composing strategies. Two subthemes continuously played a role in how stakeholders were engaged during the process: communication supportive strategies and continuous contact. The experiences of stakeholder participation resulted in the following themes: stakeholders and their roles, use of co-creation methods and communication supportive strategies, building relationships, stimulus of stakeholders to engage, sharing power, empowerment of stakeholders, feeling a shared responsibility and learning from one another. We conclude that the inclusion of communicationvulnerable care users is possible if meetings are prepared, communication-friendly presentations and reports are used, and relationship building is prioritized.
Business model innovations emerge over time and are influenced by managerial interaction with stakeholders. Especially with regard to business model innovation for sustainability, manager-stakeholder interaction can radically change a company’s business model and underlying logic. However, the majority of the literature shows how manager–stakeholder interaction may limit business model innovation when stakeholders reinforce existing managerial cognitions. In this chapter we study how stakeholders can also stimulate business model innovation by affecting managerial cognitive change. Through three case studies, we find that this can occur through three shaping processes: market approach shaping, product/service offering shaping, and credibility shaping. We also find that the impact of new or latent stakeholders is greater than that of existing stakeholders. We end the chapter by sketching a research agenda to further unravel the role of stakeholders affecting managerial cognition around business model innovation for sustainability.
- MOTIVE: This project (NoSI) constitutes a first step towards a broader research aiming at counteracting the compartmentalization of Dutch education: WO-HBO-MBO. This first step focuses on vocational education and training (VET) in the creative industry (CI) to develop an incubator for an innovative and participatory VET system, that bridges the gap between the professional field and education. It starts from the pioneering experience of No School (NS) (http://noschool.nl/), where teachers and students already work together as co-creators. - RESULTS: 1) incubator of the new creative VET, based on the following activities: NS book-Manifesto; NS Pavilion; international VET movement /network of people working on educational change; 2) design of a large-scale subsidised study. - CONTENT: VET system needs a systematised renovation on both practical and theoretical level. We will furtherly develop the NS experiment into an incubator serving as operational example of co-creation between: HBO/MBO/WO; teachers/students; schools/professional field. We are in line with the CLICKNL agenda (The Human Touch) and NWA routes (Jeugd in ontwikkeling, opvoeding en onderwijs; Kunst: onderzoek en innovatie in de 21ste eeuw). - RELEVANCE: Starting directly from the practical needs of the professionals (VET teachers/students/professionals), NoSI bridges the gap between schools and the professional field towards a new educational system that can match the demands of the 21st century society. - METHODS: NoSI introduces Participatory Action Research (PAR) as on-going approach in which all the stakeholders (researchers, teachers, students/CI professionals) are actively involved in the decision-making process as co-creators in bringing an ‘idea’ directly into reality. It considers ‘action’ as the main criterion to validate any theory, prioritizing practical knowledges. PARTNERS: 1) ArtEZ lectoraat Kunst- en Cultuureducatie (AeCT), 2) No School (Cibap/SintLucas), 3) Studio INAMATT, 4) expert groups (UvA).
De grote maatschappelijke opgaven van deze tijd zoals de transities naar een energieneutrale productie- en consumptie, een inclusieve en eerlijke maatschappij en een duurzaam voedselsysteem dagen het ontwerpvak uit. Naast het ontwerpen van nieuwe producten of diensten worden ontwerpers steeds vaker gevraagd om projecten binnen deze transities te faciliteren door ontwerp en om samen te werken met organisaties of multi-stakeholdernetwerken aan schaalbare maatschappelijke oplossingen. Zodoende kunnen ontwerpers als ‘sociale ontwerpers’ in groeiende mate bijdragen aan het vergroten van maatschappelijke veerkracht. Hun open mindset, maar ook hun vermogen om te codesignen en oplossingen met gebruikers te testen maakt hen in de ogen van overheden en andere organisaties geschikt voor deze taak. Tijdens deze taak staan ontwerpers en afstuderende ontwerpstudenten echter voor een grote uitdaging: ze moeten samen met opdrachtgevers bepalen a.) op welke schaal ze binnen een bestaand systeem het beste kunnen interveniëren (b.v. in de wijk, op regionaal of op nationaal niveau) en b.) op welke aspecten (b.v. het veranderen van intenties van stakeholders, van regels voor samenwerking, of van de informatieflow) ze zich het beste kunnen richten om impact te maken. Het Project Impact onderzoek zal uitgangspunten voor deze keuze verkennen zodat ontwerpers hun interventies systematisch kunnen modelleren en communiceren. Project Impact zal hiervoor het denken over ‘leverage points’ (hefboompunten) voor systeemverandering samenbrengen met de expliciete en impliciete praktijkkennis van sociale ontwerpers en een framework ontwikkelen. Dit framework zal niet alleen handvatten geven aan het bepalen van invalshoeken voor sociaal ontwerp, maar ook een taal ontwikkelen om deze overwegingen te delen met opdrachtgevers (overheden, bedrijven) met het doel een betere samenwerking, en uiteindelijk meer impact. Project Impact is een verkenning van de mogelijkheden en dimensies van een dergelijk framework. Het zal ook, in codesign met de doelgroep een eerste handvat voor sociale ontwerpers ontwikkelen, testen en opleveren.
