This study classifies design management into three layers based on theoretical insights from management studies, exploring the impact of the rapidly expanding image-generative AI (GenAI). These layers consist of a foundational“ design creation” layer, a secondary “UX design” layer (e.g., user experience), and an uppermost “business model/ ecosystem design” layer.
Image GenAI and Large Language Models (LLMs) support a wide range of creative tasks within the design process and transform the“ design creation” layer of new product development. This effect on the foundational layer necessarily extends to the upper layers. The study’s findings suggest that how organizations leverage GenAI could significantly impact design management and corporate competitiveness.

This study reviews the academic literature on product design. Existing research quantifies product design based primarily on consumer surveys and experiments. Some research utilizes archival data and even integrates it with consumer survey findings. This study reveals that the research has derived various construct concepts, including aesthetics and functionality. However, there exists divergence in finding these constructs and their operationalizations. Thus, there is a need to reorganize existing constructs, explore alternative proxy indicators, and investigate additional constructs.

This paper discusses how design thinking research can theoretically contribute to the development of organizational theory. It views design from a social constructivist perspective, focusing on the subjective norms of users and individuals who practice design thinking. It also considers the practice of design thinking a microfoundation, modeling an iterative process that seeks to build dynamic capabilities. The paper discusses this perspective in the context of organizational identification and leadership theory.

Since the 2010s, various concepts named after design and art, such as design thinking and art thinking, have been attracting attention as valuable tools for fostering innovation. However, their place in innovation research remains ambiguous. They appear to have deliberately avoided merging with existing innovation research and have established themselves as an independent field. This paper introduces a common framework for both and attempts to integrate them. As a result, the paper reveals that both types of research can be categorized into two groups: one focusing on transforming the individual cognitive world and the other on reshaping the world of signs or symbols.

Firms must now create customer experiences and emotional values in addition to new technologies and functional values. Consequently, design management has gained emphasis in management academics in recent years. However, overestimating design can be as harmful as excessively prioritizing technology. The integrated value of design and technology is necessary. Therefore, this paper discusses the negative aspects of the design-focused approach and highlights the importance of integrated value using the SEDA model (Science, Engineering, Design, and Art).

The selection of new technology plays a crucial role in determining a firm’s competitive advantage. While existing studies have examined factors influencing the selection of new technologies in organizations, few have explored the impact of competitors’ development trends on corporate behavior. Therefore, this study addresses the gap by analyzing the case of blue LED technology development for practical use by Toyota Gosei and Nichia Corporation.

Research on gratitude, primarily conducted in personal relationships, has demonstrated its role in promoting prosocial behavior and maintaining and enhancing interpersonal relationships. This study applies these findings to an organization domain and research using log data from a corporate event of gratitude expression. Through multilevel analysis, the study reveals the impact of gratitude on proactive behavior and internal reputation, supporting the hypothesis that gratitude effectively benefits organizational dynamics.