| To develop projects in support of our research priorities the DMI research strategy is multi-method. Although the Institute is a relatively small organization, we will seek to sponsor research, conduct research, secure research funding, and partner on research projects in the following ways:
DMI conducted research
Member sample
Quantitative, qualitative, group discussion
Non-member sample
Quantitative, qualitative, group discussion
Other
Partner research
Partner with academic organizations
Partner with country design councils
Duplicate quantitative research per country, comparative
Partner with professional associations
Syndicated research
DMI member collaboration, sponsorships
DMI Sponsored student research
Student research grants
Top Tier Priorities:
1. Design and Design Management Competency
Design management curriculum
Design management curriculum international comparison
Design management and cultural variations
Design management practice international comparison
Design operations (budget, staff, functions and services)
Design operations structure (centralized/decentralized, geographic locations)
Design sourcing (internal/external, levels of design sourcing partnerships)
Design management process
Design management integration with business process and operations
Design supporting corporate strategy
Design management and design leadership
2. Design and Design Management Valuation
How design management makes a difference
Links between design management and innovation
Links between design management and corporate creativity
Links between design management and business success
Design budgets
Design return on investment
Effectiveness of design
Effectiveness of design management
Design and corporate strategy alignment/realization
Design process for innovation, for efficiency, for success
Design and brand equity
Design and purchase influence and customer preference
Design and customer satisfaction
3. Design Management for the 21st Century
The changing world and design management
Design management and culture (country, corporate)
Design management and corporate creativity
Design management and “design thinking”
Design management and visualization
Future roles of design managers
Design management and innovation (new product development, new markets, growth)
Design management and business success
Design management as the bridge between design (creative) and business (quantitative)
Design moving to the front of the business process
Other Research Topics
While the top research priorities will play a leading role in selecting proposals and papers, high-quality work on other topics is also of interest, particularly in new or emerging areas relevant to design management. DMI encourages cross-disciplinary, cross-functional, and cross-cultural research perspectives. We will generally encourage empirical work over conceptual work, and encourage comparative studies, case studies, best practice field experiments, model building, and theory development. We encourage cross-disciplinary work building on research results, practice results, and methods from disciplines directly relevant to design and design management. DMI strongly endorses using actual consumers, customers, and executives rather than student subjects in research projects. Our belief is that practitioners, design councils and academics can mutually benefit from interacting throughout the process of planning, conducting, and reporting research. When projects are completed, our intent is to encourage researchers to present their results at DMI Forums, and publish their findings for DMI members, in the DMI Academic Journal, the DMI Design Management Review, and other DMI media channels.
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