Conference Agenda

While business and strategic design scholarship widely acknowledges the benefits of Human-Centered Design (HCD), limited research noted that implementing HCD may produce intricate challenges in real-world business contexts—especially in startups constrained by resource scarcity and limited time for trial and error. Drawing on institutional theory, we examine how HCD permeate into organizational culture, strategy making, and daily operations. Our case study develops a framework of “HCD Institutionalization Dilemma”. The framework encompasses four themes. First, overcommitment to HCD, where organizational members deeply adhere to HCD tenets. Second, operational predicament perception, where high investments fail to deliver tangible, actionable design outputs. Third, skillful predicament concealment, a counterintuitive practice where predicaments are deliberately veiled to preserve HCD’s positive reputation. Collectively, these practices reinforced organizational underperformance, characterized by perceived inefficient return on investment, biased decision-making, and resource misallocation. Our framework advances understanding of the intricate complexities of HCD integration in real-world business contexts.

This paper explores current challenges of and competencies in design education through an industry lens, highlighting both the opportunities and obstacles arising from the growing integration of AI. Drawing on the interviews with design leaders, scholars and students, the findings reveal diverse perspectives and challenges related to AI, including four main aspects: (1) AI can serve as an assistive tool in design practice; (2) AI creates new requirements and needs for designer roles and affects job displacement; (3) AI can improve work efficiency and reshape organisational structures; and (4) AI raises ethical issues such as plagiarism. Moreover, two AI-related cultural challenges unique to the Chinese context are also identified: (1) AI-driven unemployment can increase the ‘curse of 35’ career bottleneck; and (2) the rise of AI may impact unspoken social norms, or ‘guanxi’, as a source of competitive advantage.

Typical organizations are characterized by complexity, comprising individuals working in isolated groups with competing priorities. Structural and cultural factors often hinder effective collaboration, despite organizational efforts. This paper examines collaboration dynamics in organizations through the lens of behaviour-change. It introduces the CraftChange framework for behaviour-change for promoting collaborative participation, demonstrating the approach through an analysis of two real-world organizational projects. The paper argues that genuine participatory engagement cannot be achieved solely through top-down directives or establishment of support units like innovation labs, design thinking or prototyping teams. Instead, there is a need to focus on bringing behaviour-change through a stagewise approach to encourage meaningful collaboration, beginning by raising awareness among stakeholders and gradually supporting their transition into active participation. The methodology outlined in this paper provides a pragmatic guide for practitioners seeking to implement participatory design within dynamic and evolving workplace environments.

This article presents a case-based investigation of design-led foresight in practice through a series of international workshops conducted in Denmark and China within a doctoral action-research programme with Revigrés, a Portuguese ceramic manufacturer. Grounded in a structured trend cartography clustered into fifteen domains, multidisciplinary teams employed lightweight foresight methods, including personas, rapid scenario visioning, and low-fidelity prototyping, to explore possible housing futures for 2070. Twelve speculative design visions emerged, ranging from bio-integrated habitats and privacy-legible smart homes to circular neighbourhood systems and programmable interiors. Rather than treating these visions as predictive outcomes, the study examines how workshop artefacts functioned as boundary objects that enabled organisational reflection, surfaced assumptions, and supported cross-disciplinary dialogue. The case illustrates how compact design-led foresight workshops can facilitate strategic sense-making and enact elements of design leadership within industrial contexts. Implications are discussed for strategic design practice, innovation governance, and design education.

This bibliometric study analyzes 236 articles from Web of Science (2008-2024) to map the intellectual structure of real-time user participation in service encounters (RUP-SE). The field has transitioned from exploration (2008-2013) to maturity, with post-2020 publications averaging 29.5 annually. Three core research clusters emerge: real-time co-creation and participation, digitally-driven service innovation, and value creation-destruction dynamics. Theoretically grounded in service-dominant logic and value co-creation frameworks, the field addresses how technological advancement and COVID-19 have accelerated the shift from co-design to co-execution. However, platform architectures introduce governance logics that render co-execution inherently asymmetrical, and value co-destruction in algorithmic contexts may be structurally unequal among service actors. Key gaps include the ethical governance of algorithmic mediation, limited cross-cultural analyses, and scarce longitudinal studies. Future research should integrate critical platform perspectives with service theory to address equity and accountability in real-time service systems.

Enterprises operating under resource constraints often struggle to maintain efficient and innovative design practices. Data intelligence (DI) offers new opportunities to overcome design challenges and process optimization. However, research on how DI is practically integrated into real-world design workflows under such constraints remains limited. To address this gap, qualitative interviews were conducted with 21 industry designers from 14 companies. Using grounded theory, the interview data were coded to examine how DI supports the optimization of existing design processes and to identify its key intervention points and values. The study further investigates how DI interacts with design practices from multiple perspectives, including project type, organizational mode, and design strategy. By outlining a fifteen-dimensional blueprint of DI system functionalities, it provides guidance for future system development and proposes a framework for DI-driven design collaboration.