Browsing Conference papers by Author "Christensen, Bo T."
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The Oscillation Between Individual and Social ProcessesChristensen, Bo T.; Abildgaard, Sille Julie J. (Aston-On-Trent, 2018)[More information][Less information]
Abstract: Contemporary approaches to the study of design teams tend to assume that teamwork is entirely social, thereby failing to examine the extent to which design team processes involve the assumed joint attention and social collaboration. Nowadays mobile devices enable a situation where almost the entire design process is carried out in a team co-located setting, which allows for both individual and social creative processes during teamwork. In this perspective, this article explores the oscillation between co-located individual and social design activity. To study the shift from individual to social activity within design teamwork, we surveyed 23 hours of team activity amongst 25 high-school students by coding and analyzing captured video of their teamwork while working in a self-imposed manner on a design task. We found that different creative sub-processes, such as information search, problem defining, idea generation, decision-making, and feedback, foster different degrees of joint attention, and that the joint attention may be established more successfully through analogue and shared digital communicative resources. URI: http://hdl.handle.net/10398/9647 Files in this item: 1
Christensen_Abildgaard_DRS2018.pdf (770.3Kb) -
Onarheim, Balder; Gabrielsen, Gorm; Christensen, Bo T. (Frederiksberg, 2015)[More information][Less information]
Abstract: The presented study utilizes data collected from an extensive real world concept selection process in new product development (NPD), to investigate whether department specific dominant logics and competences influence the selections made by a marketing department, and what might be driving this logic. The study specifically investigates the impact of the departmental viewpoint onto idea selection in the innovation process, by comparing the selections made by the marketing department (n=31) with those of R&D (n=25) and company executives (n=8). In the NPD project seven concepts were screened for continuation through an individual pairwise comparison, to test eight hypotheses all based on h0: There is no difference between the innovations selected by marketing, R&D, and executive groups. Through an analysis of the between-department variance h0 was rejected (F(12, 366)= 2.312, p<.001), and the results from the eight following hypotheses lend support to extending the concept of dominant logics to the department level, providing some explanations for the large variance found in the evaluation of the three groups. The reported findings have important managerial implications, as they point to which type of logic, and thereby screening of ideas, can be achieved based on which departments are involved in the critical selection of ideas and concepts for continuation in NPD. URI: http://hdl.handle.net/10398/9201 Files in this item: 1
Onarheim_Gabrielsen_Christensen.pdf (159.1Kb)
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