Capturing and Retaining Knowledge to Improve Design Group Performance

Seymour Roworth-Stokes

Research output: Contribution to journalArticle

3 Citations (Scopus)
Original languageEnglish
Pages (from-to)15 pages
JournalJournal of Research Practice
Volume6
Issue number2. Article M14
Publication statusPublished - 2010

Bibliographical note

This article is published in an online open access journal at: http://jrp.icaap.org/index.php/jrp/article/view/207/195. Author's note: This article explores the management and organisational context for capturing and retaining knowledge transferred through the design process.
It is widely acknowledged that our ability to successfully organise and transfer design knowledge is dependant upon the context in which it is situated. However the knowledge generated through the creative process is often viewed from the perspective of the artefact, and the outcome of its production, rather than the process itself.
An understanding of the knowledge-based resources operating in design groups, and how these are used, could lead to improvements in competitiveness and organisational development. Yet, a systematic literature review of leading design and educational management journals found limited empirical evidence that shed light on the influence of knowledge management on design group performance.
The article addresses this gap in the literature. Based on two in-depth case studies with interior design companies implementing new digital asset management systems over a 2-year period, the paper explores the findings in relation to design practice and policy, alongside implications for the contribution of the creative industries to the knowledge economy.
The paper addresses this gap in the literature. Whilst there is a growing body of work in experiential knowledge in creative practice there are no equivalent longitudinal studies which have been undertaken to ascertain how knowledge is captured and retained through the creative process within design studios. The findings have significance for the design industry, education policy and the design management practice.
Based on two in-depth case studies with interior design companies implementing new digital asset management systems over a 2-year period, the paper explores the findings in relation to design practice and policy, alongside implications for the contribution of the creative industries to the knowledge economy.

Keywords

  • digital asset management systems
  • knowledge management
  • design process
  • design knowledge

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