COTRANS model of knowledge transfer based on the design thinking method  in inter-organizational relationships

The problems of multifold increase of technological potential of developing countries are considered in the article. To solve them, i.e. to organize effectively tapping into global knowledge and their absorption, the performance of two diffusion channels is considered: open knowledge transfer and commercial knowledge transfer. The models of technological catching-up are investigated. Two of them are found to give an opportunity of effective use of international competition and global technology knowledge as a driver of technology development.

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Design Thinking as a Tool for the Analysis of Project Risks

Issues of Risk Analysis ◽

10.32686/1812-5220-2019-16-6-60-77 ◽

2019 ◽

Vol 16 (6) ◽

pp. 60-77

Author(s):

E. V. Vasilieva ◽

T. V. Gaibova

Keyword(s):

Risk Management ◽

Risk Analysis ◽

Design Thinking ◽

Management Tools ◽

Project Risk ◽

Team Members ◽

Investment Projects ◽

Risk Management Process ◽

Project Objectives ◽

Project Risk Analysis

This paper describes the method of project risk analysis based on design thinking and explores the possibility of its application for industrial investment projects. Traditional and suggested approaches to project risk management have been compared. Several risk analysis artifacts have been added to the standard list of artifacts. An iterative procedure for the formation of risk analysis artifacts has been developed, with the purpose of integrating the risk management process into strategic and prompt decision-making during project management. A list of tools at each stage of design thinking for risk management within the framework of real investment projects has been proposed. The suggested technology helps to determine project objectives and content and adapt them in regards to possible; as well as to implement measures aimed at reducing these risks, to increase productivity of the existing risk assessment and risk management tools, to organize effective cooperation between project team members, and to promote accumulation of knowledge about the project during its development and implementation.The authors declare no conflict of interest.

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Keynote

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2017.225 ◽

2019 ◽

Vol 1 (1) ◽

Author(s):

Jeanne LIEDTKA

Keyword(s):

Organizational Performance ◽

Design Thinking ◽

Social Systems ◽

Field Research ◽

Higher Order ◽

Lens Design ◽

Social Sector ◽

Extensive Field ◽

Innovative Solutions ◽

The Impact

The value delivered by design thinking is almost always seen to be improvements in the creativity and usefulness of the solutions produced. This paper takes a broader view of the potential power of design thinking, highlighting its role as a social technology for enhancing the productivity of conversations for change across difference. Examined through this lens, design thinking can be observed to aid diverse sets of stakeholders’ abilities to work together to both produce higher order, more innovative solutions and to implement them more successfully. In this way, it acts as a facilitator of the processes of collectives, by enhancing their ability to learn, align and change together. This paper draws on both the author’s extensive field research on the use of design thinking in social sector organizations, as well as on the literature of complex social systems, to discuss implications for both practitioners and scholars interested in assessing the impact of design thinking on organizational performance.

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