Managing as Designing: Lessons for Organization Leaders from the Design Practice of Frank O. Gehry
The authors discuss a formal study they carried out on the design practice of architect Frank Gehry to trace the innovations in architecture, engineering and construction associated with his building projects that could point to possibilities of new design thinking in the practice of management. The...
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| Veröffentlicht in: | Design issues 2008-01, Vol.24 (1), p.10-25 |
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| container_end_page | 25 |
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| container_issue | 1 |
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| container_title | Design issues |
| container_volume | 24 |
| creator | Boland, Richard J. Collopy, Fred Lyytinen, Kalle Yoo, Youngjin |
| description | The authors discuss a formal study they carried out on the design practice of architect Frank Gehry to trace the innovations in architecture, engineering and construction associated with his building projects that could point to possibilities of new design thinking in the practice of management. The article refers to Herbert Simon's theory of decision making and identifies characteristic features of design including visualisation and model making that distinguish design from the ordinary practices of managers. One of a series of articles in this issue of 'Design Issues' that examines the theme of design and organisational change. |
| doi_str_mv | 10.1162/desi.2008.24.1.10 |
| format | Article |
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| fulltext | fulltext |
| identifier | ISSN: 0747-9360 |
| ispartof | Design issues, 2008-01, Vol.24 (1), p.10-25 |
| issn | 0747-9360 1531-4790 |
| language | eng |
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| source | EBSCOhost Business Source Complete; Jstor Complete Legacy; MIT Press Journals |
| subjects | Architectural design Buildings Computer software Design Design engineering Design volume Information storage and retrieval systems Management education Verbs Vocabulary |
| title | Managing as Designing: Lessons for Organization Leaders from the Design Practice of Frank O. Gehry |
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