What else to do: A two-phase interview study about in-house design work scope and skill management practice in technology-based manufacturing firms in Finland & Japan

Thumbnail Image

Files

master_Matsuyama_Mayu_2025.pdf (7.6 MB)

URL

Journal Title

Journal ISSN

Volume Title

School of Arts, Design and Architecture | Master's thesis
Unless otherwise stated, all rights belong to the author. You may download, display and print this publication for Your own personal use. Commercial use is prohibited.

Authors

Date

2025-05-26

Department

Major/Subject

International Design Business Management

Mcode

Degree programme

Master's Programme in International Design Business Management

Language

en

Pages

168

Series

Abstract

As the value of design is increasingly recognized, companies are applying design in broader and more diverse ways. Therefore, many studies have identified the multiple roles and distinctive skills of designers but has also noted the challenging expectations placed on individual designers to fulfil all demands. This study explores the work scope and roles of in-house designers and examines how design managers manage diverse tasks by positioning designers based on their skills. Focusing on the technology-based manufacturing companies in Finland and Japan, this thesis employs semi-structured interviews with design managers and conducts qualitative coding analysis to classify designers’ activities and the designers’ roles associated with them. According to the findings, the activities of in-house designers were identified across the following eight domains: (1) vision development, (2) business development, (3) product management, (4) advanced research, (5) process improvement, (6) integration of design culture, (7) development of customer touchpoints, and (8) brand communication. Furthermore, four cross-cutting role types were derived from these domains: (1) process architect, (2) independent innovator, (3) cross-project integrator, and (4) external communicator. In addition, two distinct types of designers, which design managers emphasize when assigning designers to work beyond the NPD domain, were identified: (1) designers with systems thinking basis and relational skills, and (2) designers with strong customer/business domain understanding based on hands-on experience. In making the findings more actionable, this thesis integrates the roles designers play in each domain with the capabilities expected by design managers and develops a practical skill map to support designers’ strategic skill development. This thesis contributes to the field of design management by organizing in-house designers’ work scope revealing skill management practices that transcend formal job titles. This study provides insights that can be utilized by design managers, designers, and design educators from their respective perspectives to support the sustainable career development of designers.

Description

Supervisor

Person, Oscar

Keywords

design management, in-house design, designers roles, designers skills, skill management, design organization

Other note

Citation

Permanent link to this item

https://urn.fi/URN:NBN:fi:aalto-202506184932

Collections

[master] Taiteiden ja suunnittelun korkeakoulu / ARTS