{"title":"Construction","authors":"D. Sinclair","doi":"10.4135/9781544352879.n73","DOIUrl":"https://doi.org/10.4135/9781544352879.n73","url":null,"abstract":"During the first half of 1941 a parallel growth of inventories and shipments is revealed by the figure. Expanding output called for larger stocks in this period as in previous years. By the middle of the year, however, the emphasis in over-all inventory policy had shifted from the maintenance of previously established stock-shipment patterns to protective buying on a large scale. Though further advance in production had now become dependent upon the relatively slow expansion and conversion of facilities, inventories piled up at an accelerated rate. Moreover, the scope of the movement gradually broadened until it embraced almost the entire producing economy. Durable goods industries continued to pace the rise with record accumulations of more than 700 million dollars in the final quarter and only slightly less in the third quarter of the year. Particularly large increases were recorded for those industries engaged in producing for the war effort. Thus, the index for transportation equipment closed the year at 662 compared with 428 in June and 278 at the beginning of the year. Similarly, the index for electrical machinery reached 238 at the year end—up nearly 100 points from the previous year. The Department's index of the value of inventories held by all durable goods industries rose from 130 to 176 during the year. The second half year also witnessed a tremendous advance in the value of stocks held by producers of nondurables. Large increases in foods, textiles, chemicals, and other nondurables were recorded as it became apparent that shortages were spreading to areas previously affected but little and that the upward pressure on prices was becoming more intense. Altogether, the value of inventories held by producers of nondurables rose more than 800 million dollars during the final quarter of 1941. For the year as a whole the index for nondurables advanced from 111 to 144 [average month, 1939 = 100]. Widespread protective buying coupled with slower advances in manufacturing production have thus strengthened the over-all inventory position of manufacturers. Wide variation exists among different industries, however. For example, the iron and steel and their products group increased shipments during 1941 with little change in inventories. Other industries, unable to expand shipments, continued to increase stocks. Large advances in the shipments of war industries kept their rapidly growing inventories closely in line with previously established patterns. But in the aggregate, the level of stocks with reference to shipments is now considerably higher than in the pattern exhibited prior to June. Retail and wholesale inventories were discussed in some detail in the January issue of the Survey. Since then, the year-end census of independent retail stores conducted by the Department of Commerce has shown that total stocks reported by more than 8,000 stores in 34 States were 21 percent higher on December 31, 1941, than they were one year ago. Increases ra","PeriodicalId":100367,"journal":{"name":"Design Management Journal","volume":"71 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82211712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Handover and Close Out","authors":"D. Sinclair","doi":"10.4324/9780429347146-9","DOIUrl":"https://doi.org/10.4324/9780429347146-9","url":null,"abstract":"","PeriodicalId":100367,"journal":{"name":"Design Management Journal","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2019-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81902345","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Breaking the Wall Between Business and Design—Becoming a Hedgefox","authors":"Ron Gabay","doi":"10.1111/dmj.12043","DOIUrl":"10.1111/dmj.12043","url":null,"abstract":"<p>To succeed in today's disruptive world, organizations and leaders must constantly reevaluate their strategies and innovate. One source of innovation that receives growing attention and investment is design. The rising presence of design in the business environment creates interesting leadership challenges and opportunities. To overcome these challenges and seize the opportunities, it is important that organizations and leaders obtain a deep understanding about the different nature of business and design. This article highlights some of the key differences between business and design and suggests that these differences transcend any specific tools or processes. In fact, it argues that one explanation for these differences could be rooted in the concept of “cognitive style.” Investigating business and design as two cognitive styles provides an opportunity for organizations and leaders to borrow insights and tools from cognitive style research and apply them in the context of business and design integration. This research contributes to the growing discussion about business and design integration by focusing on and drawing parallels to the renowned Hedgehog and Fox Cognitive Style Theory. More specifically, by adopting a HedgeFox Scale, this article aims to provide an instrument to assess one's ability to understand and relate to business and/or design, from a cognitive style perspective, as a catalyst for innovation.</p>","PeriodicalId":100367,"journal":{"name":"Design Management Journal","volume":"13 1","pages":"30-39"},"PeriodicalIF":0.0,"publicationDate":"2019-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/dmj.12043","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83362139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Finding and Using Ambiguity to Search for Innovation Opportunities","authors":"Linus Tan, Thomas Kvan","doi":"10.1111/dmj.12045","DOIUrl":"10.1111/dmj.12045","url":null,"abstract":"<p>This article shows the importance and value of ambiguity to reveal opportunities hidden in problems and the manner in which ambiguity is removed from applications of design thinking. It describes the value of introducing, sustaining, and using ambiguity and explains the different types of ambiguity. It follows up by describing the events when a designer encounters ambiguity. This article proposes that an understanding of ambiguity is needed to harness its capabilities in finding innovative opportunities. To do so, design practitioners should consider (1) identifying the type of ambiguity needed to expand the scope of opportunity exploration and (2) becoming aware of and managing one's ability to work with ambiguity. Finally, it identifies the lack of literature on the impact of independent and collective experience on using ambiguity in design.</p>","PeriodicalId":100367,"journal":{"name":"Design Management Journal","volume":"13 1","pages":"17-29"},"PeriodicalIF":0.0,"publicationDate":"2019-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/dmj.12045","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73459568","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Design in Decline: Breathing New Life Into an Industry Through Education","authors":"Rebecca Kelly","doi":"10.1111/dmj.12041","DOIUrl":"10.1111/dmj.12041","url":null,"abstract":"<p>The practice of communications design has undergone extreme and fundamental changes over the past several years to such a degree that it seems that traditional designers may become an endangered species. As technology progresses, certain responsibilities formerly ascribed to designers are now readily available—thanks to online resources—for anyone to access. Simultaneously, other activities are being undertaken by designers that did not exist a mere five years ago. The practice of design is changing and for its practitioners to remain relevant, they must evolve as well. As a result of this paradigm shift, many traditionally trained design educators are struggling with the question of how to teach students to be successful in a profession that is not only different from the one they used to know but also constantly evolving in new directions. Can educators successfully prepare the next generation of designers by merely teaching the latest trends and software while focusing on the same design curriculum they have always taught? Educators will need to attempt to bridge the gap between the traditional and the unknown. Adaptability and entrepreneurship become all-important, and teaching these invaluable skills will require a curriculum that is responsive, collaborative, and challenging in ways that reach beyond the visual problem-solving lessons of the past.</p>","PeriodicalId":100367,"journal":{"name":"Design Management Journal","volume":"13 1","pages":"41-52"},"PeriodicalIF":0.0,"publicationDate":"2019-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1111/dmj.12041","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80698023","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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