Edited by Robert DeFillippi, Alison Rieple and Patrik Wikström
Chapter 11: The role of emotion, experience and meaning: the comparative case of Apple and Samsung
As the fast pace of change creates the need for greater business flexibility, companies require new strategies to drive growth and survival. Therefore, industry leaders are looking to innovation as a principle source of differentiation and competitive advantage. Most companies rely heavily on either technology or product innovation to provide this competitive advantage; however, both technology and product innovation can easily and rapidly be surpassed by competitors (Keeley et al., 2013). For this reason, businesses need to think beyond innovation alone and design strategies and business avenues that work together to create and deliver value to their customers. This new business environment created by the pace of change not only amplifies the need to consider ways to more astutely address customer needs but also ways in which to capture value from providing new products and services (Desmet and Hekkert, 2009). In traditional equilibrium-oriented views of the strategy process, there is an assumption that there will be relatively little change in the constraints within which management operates. While innovation is high on management agendas, most companies are still struggling with its successful implementation and integration into everyday practice (Kyffin and Gardien, 2009). Research suggests that approaching innovation through a dynamic, design-centred lens can create new perspectives that look beyond known assumptions, barriers and constraints (Verganti, 2008). The integration of design into a company’s culture and processes is also cited as a way to innovate beyond the isolation of products, services and processes (Brown, 2009; Martin, 2009).
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