Design management in a design office: Development of the knowledge base

Ergo Pikas, Lauri Koskela, Roode Liias

Research output: Chapter in Book/Report/Conference proceedingConference contribution

1 Citation (Scopus)

Abstract

In this second paper in a series of three, the aim is to develop a theoretical knowledge base for design science research (DSR) activity within the next paper. This is primarily a literature review based paper, inspired by the problems summarized in the first paper. The paper starts with a description and justification of the prototheory of design and design rhetoric. It has been argued that the design science has been concerned with the artefact rather as a technical than a social phenomenon. It is opportune to propose that the proto-theory of design and design rhetoric represent different, yet related dimensions of a productive act (techne). These concepts provide the necessary prescription for the root cause analysis of the problems addressed within the first paper and practical design and design management conceptualization within the third paper.

Original languageEnglish
Title of host publicationIGLC 2017 - Proceedings of the 25th Annual Conference of the International Group for Lean Construction
PublisherThe International Group for Lean Construction
Pages539-546
Number of pages8
DOIs
Publication statusPublished - 2017
Event25th Annual Conference of the International Group for Lean Construction - Hersonissos, Heraklion, Greece
Duration: 9 Jul 201712 Jul 2017
Conference number: 25
http://iglc.net/Papers/Conference/27 (Link to Conference Website )

Conference

Conference25th Annual Conference of the International Group for Lean Construction
Abbreviated titleIGLC25
CountryGreece
CityHeraklion
Period9/07/1712/07/17
Internet address

Cite this

Pikas, E., Koskela, L., & Liias, R. (2017). Design management in a design office: Development of the knowledge base. In IGLC 2017 - Proceedings of the 25th Annual Conference of the International Group for Lean Construction (pp. 539-546). The International Group for Lean Construction. https://doi.org/10.24928/2017/0316