"uuid","repository link","title","author","contributor","publication year","abstract","subject topic","language","publication type","publisher","isbn","issn","patent","patent status","bibliographic note","access restriction","embargo date","faculty","department","research group","programme","project","coordinates" "uuid:e93d20c5-cab6-49f2-a6db-06cde75e8792","http://resolver.tudelft.nl/uuid:e93d20c5-cab6-49f2-a6db-06cde75e8792","Improving innovation strategic decision-making through the collaboration with design consultancies","Calabretta, G.; Gemser, G.; Wijnberg, N.; Hekkert, P.P.M.","","2012","Innovation and design literature have given limited consideration to the strategic role of design consultancies in the innovation processes of their clients. A plausible explanation is the difficulty to assess the quality of design consultancies’ output, given the intangibility of the output itself and the difficulty of connecting a knowledge-intensive output to clients’ performance indicators. In this paper we examine design consultancies’ impact on their clients’ strategic decision-making as a way of capturing design consultancies’ strategic role in their clients’ innovation efforts. Design consultancies can influence strategic decisions by enhancing three strategic decision-making mechanisms identified by the literature – rationality, intuition, and political behaviour. By examining the Dutch design consultancy industry, we find initial evidence of design consultancies’ capability of affecting clients’ strategic decision-making. Early involvement in problem definition and long term relationships with clients strengthen design consultancies’ influence.","strategic decision-making; design consultancies; collaborations","en","conference paper","DMI","","","","","","","","Industrial Design Engineering","Product Innovation Management","","","",""