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Assessment of design factory concept's transferability into the Chinese cultural context

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi
dc.contributor.author Wang, Ching-Yi
dc.date.accessioned 2012-07-03T09:21:03Z
dc.date.available 2012-07-03T09:21:03Z
dc.date.issued 2012
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/3892
dc.description.abstract The purpose of this study was threefold. First, to understand what are the core elements that Aalto Design Factory is comprised of in order to examine Design Factory concept’s transferability across cultural boundaries. Second, to explain the cultural challenges in localizing Design Factory concept into China. Third, provide managerial suggestions in order to improve the management of Aalto-Tongji Design Factory. Case study approach was selected for this qualitative research. The research process was conducted by using an abductive approach in two phases. In the first phase, five semi-structured thematic interviews on key informants were conducted in order to induce a theoretical construct for modeling Design Factory concept, which resulted six core elements: 1) physical space, 2) equipments and materials, 3) activities, 4) people, 5) leadership, and 6) philosophy. In the second phase, four semi-structured thematic interviews and one open interview were conducted in order to evaluate the transferability of the theoretical construct’s six core elements into the Chinese cultural context. The theoretical reference for these two phases is comprised of literature review from fields such as creativity, motivation, co-creation, organizational culture, and organizational culture in China, “guanxi” (Chinese concept for social relationships), “lian” (Chinese concept of dignity), and change management. The research findings suggest that it seems rather unfeasible to localize the Finnish Design Factory concept into China as the way it is in Finland due to the strong prevailing Confucian values that are guiding people’s minds. There appears to be some changes in the air, although, the existence of Design Factory’s experience seems to be missing at Sino-Finnish Centre’s Aalto-Tongji Design Factory. However, this research suggests that with careful planning, strong governmental support, a motivated Chinese leader and a committed management team could make the impossible possible. en
dc.format.extent 117
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Assessment of design factory concept's transferability into the Chinese cultural context en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Economics en
dc.contributor.department Department of Management and International Business en
dc.contributor.department Johtamisen ja kansainvälisen liiketoiminnan laitos fi
dc.subject.keyword Aalto University
dc.subject.keyword China
dc.subject.keyword organizational culture
dc.subject.keyword creativity
dc.identifier.urn URN:NBN:fi:aalto-201305163222
dc.type.dcmitype text en
dc.programme.major International Business en
dc.programme.major Kansainvälinen liiketoiminta fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon kansainväliset yhtiöt
dc.subject.helecon international companies
dc.subject.helecon Aalto-yliopisto
dc.subject.helecon Aalto University
dc.subject.helecon palvelut
dc.subject.helecon service
dc.subject.helecon design management
dc.subject.helecon design management
dc.subject.helecon yhteistyö
dc.subject.helecon cooperation
dc.subject.helecon kulttuurierot
dc.subject.helecon cultural differences
dc.subject.helecon paikallisuus
dc.subject.helecon locality
dc.subject.helecon Kiina
dc.subject.helecon China
dc.subject.helecon Suomi
dc.subject.helecon Finland
dc.ethesisid 12886
dc.date.dateaccepted 2012-05-30
dc.location P1 I
local.aalto.openaccess yes
local.aalto.idthes 12886


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