In our paper we focus on how design prototypes can foster communications in
organizations that deal with the development of innovations. We distinguish the impact of
prototypes between two different organizational levels; we first conduct the impact of
prototypes at the level of organizational design teams that develop ideas and concepts for
solutions. We then focus on the impact of prototypes on the level of organizational teams
and departments that have not been part of the initial design phase but are responsible for
further developments in the innovation process, e.g. production, financing, and marketing.
Previous research has indicated that prototypes have a significant influence on both
organizational levels. Prototypes, in the best cases, can become so-called boundary objects
between different domains and stakeholders and may deliver positive effects within the
innovation process. However, the successful management of stakeholders in this context
remains highly challenging. In this paper we want to address these difficulties as well as
the current state of research in this field. We propose that a prototype does not only stand
for an important design technique but should moreover be regarded as a management tool
that can be integrated into a structured dialogue between stakeholders. We provide first
insights on what a structured dialogue, based on prototypes, can mean and what it thereby
should imply. We will synthesize prior research findings and begin to develop a concept on
how to utilize prototypes as boundary objects from a management perspective.
DRS 2012 Bangkok
organizations that deal with the development of innovations. We distinguish the impact of
prototypes between two different organizational levels; we first conduct the impact of
prototypes at the level of organizational design teams that develop ideas and concepts for
solutions. We then focus on the impact of prototypes on the level of organizational teams
and departments that have not been part of the initial design phase but are responsible for
further developments in the innovation process, e.g. production, financing, and marketing.
Previous research has indicated that prototypes have a significant influence on both
organizational levels. Prototypes, in the best cases, can become so-called boundary objects
between different domains and stakeholders and may deliver positive effects within the
innovation process. However, the successful management of stakeholders in this context
remains highly challenging. In this paper we want to address these difficulties as well as
the current state of research in this field. We propose that a prototype does not only stand
for an important design technique but should moreover be regarded as a management tool
that can be integrated into a structured dialogue between stakeholders. We provide first
insights on what a structured dialogue, based on prototypes, can mean and what it thereby
should imply. We will synthesize prior research findings and begin to develop a concept on
how to utilize prototypes as boundary objects from a management perspective.
DRS 2012 Bangkok
