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STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES

Yıl 2007, Cilt: 8 Sayı: 1, 43 - 67, 01.03.2007

Aykut Berber İbrahim Aksel

Öz

Emerging economies face international competition and moreover, similar technology applies to organizations in the relevant industry. Therefore companies must strive to keep their market positions or create new business opportunities. Novel and innovative strategies are required in either case, which depends on differentiation in the market. Recognized as a value for sustainable competitive advantage and commercial success, industrial design (ID) has an essential role. This paper proposes that strategic approach to product design and development process is beneficial for the effectiveness of ID practices. Context of the research in the study is divided into two sections. The first section derived from a study previously conducted in Poland and aimed to observe whether Turkish companies recognized ID as a strategic tool for differentiation. A comparison of the results was made with the results obtained in Poland. The second section of the research context focuses on Turkish companies. To explore how strategic approach to product design and development process impacts on ID practices; factors and hypotheses were generated through principal components analysis prior to regression analysis to analyze the relationship. 198 companies from textile, furniture, and home appliances industries took part in the research. Major indications of the research show that strategic effect of teamwork has a central role in effective ID practices.

Anahtar Kelimeler

Industrial Design Strategic Innovation Product Development

Kaynakça

  • Alfasi, N., & Portugali, J. (2004). Planning just-in-time versus planning just-in-case. Cities , 21 (1), 29-39.
  • Allen, R., & Helms, M. (2006). Linking strategic practices and organizational performance to Porter's generic strategies. Business Process Management Journal , 12 (4), 433-454.
  • Amabile, T. (1997). Entrepreneurial creativity through motivational synergy. Journal of Creative Behavior , 31, 18-26.
  • Badke-Schaub, P. (2004). Strategies of experts in engineering design: between innovation and routine behavior. Journal of Design Research , 4 (2).
  • Badke-Schaub, P., & Frankenberger, E. (1999). Analysis of design projects. Design Studies , 20 (5), 465-480.
  • Bailetti, A., & Litva, P. (1995). Integrating customer requirements into product designs. The Journal of Product Innovation Management , 12 (1), 3-15.
  • Baldwin, C., Hienerth, C., & von Hippel, E. (2006). How user innovations become commercial products: A theoretical investigation and case study. Research Policy , 35 (9), 1291-1313.
  • Berber, A., & Pekdemir, I. (2002). Performance of product development teams for innovativeness: a study in three major industries of Turkey. Management Conference. Sophia Antipolis, France. International Product Development
  • Bertrand, K. (1991). New-product design: Shape of the Future. Business Marketing, 76 (7), 18-19.
  • Bowring, F. (2002). Post-Fordism and the end of work. Futures , 34 (2), 159-172.
  • Buhler, P. (2006). Managing in the new millennium. SuperVision , 67 (5), 20-22.
  • Chang, H., Lai, H., & Chang, Y. (2007). A measurement scale for evaluating the attractiveness of a passenger car form aimed at young consumers. International Journal of Industrial Ergonomics , 37, 21-30.
  • Crilly, N., Moultrie, J., & Clarkson, P. (2004). Understanding product appearance: cognitive and emotional response to product visual form. Design and Emotion Conference 2004. Ankara, Turkey.
  • Cross, N. (1997). Creativity in design: analyzing and modeling the creative leap. Leonardo , 30 (4), 311-314.
  • Dewett, T. (2004). Creativity and strategic management: individual and group considerations concerning decision alternatives in the top management teams. Journal of Managerial Psychology , 19 (2), 156-169.
  • DeWitt, B., & Meyer, R. (2005). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage (2nd Edition b.). Italy: International Thompson Business Press.
  • DiPietro, W., & Anoruo, E. (2006). Creativity, innovation, and export performance. Journal of Policy Modeling , 28 (2), 133-139.
  • Feigenbaum, A. (2007). The international growth of quality. Quality Progress , 40 (2), 36-40.
  • Foreman, S. (2006). Driving growth through innovation. Manager Update , 17 (4), 11-20.
  • Garvin, D. (1987). Competing on the eight dimensions of quality. Harvard Business Review , 65 (6), 101-109.
  • Gemser, G., & Leenders, M. (2001). How integrating design in the product development process impacts on company performance. The Journal of Product Innovation Management , 18 (1), 28-38.
  • Giannini, F., Monti, M., & Podehl, G. (2006). Aesthetic-driven tools for industrial design. Journal of Engineering Design , 17 (3), 193-215.
  • Gotzsch, J., Chanaron, J., & Birchall, D. (2006). Product development with a focus on attractive product expression: an analysis of case studies. International Journal of Product Development , 3 (3/4), 467-476.
  • Grzecznowska, A., & Mostowicz, E. (2004). Industrial design: a competitive strategy. Design Management Review , 15 (4), 55-60.
  • Haake, S., & Oliver, N. (2002). Strategic decision-making, product development and the problem of de-coupling. 9th EIASM International Product Development Management Conference. Sophia Antipolis, France.
  • Hammond, K. (2002). How to design the perfect product. Fast Company (60), 122-126.
  • Hertenstein, J., Platt, M., & Veryzer, R. (2005). The impact of industrial design effectiveness on corporate financial performance. The Journal of Product Innovation Management , 22 (1), 3-21.
  • Hoagland, P. (2006). Designing for success - how superior industrial design can make all the difference. Residential Systems , 7 (8), 30
  • Horn, D., & Salvendy, G. (2006). Consumer-based assessment of product creativity: a review and reappraisal. Human Factors and Ergonomics in Manufacturing , 16 (2), 155-175.
  • Humphreys, J. (2005). Developing the big picture. MIT Sloan Management Review , 47 (1), 96.
  • Jeffries, R., & Sells, P. (2005). Utilizing customer perception measurement for quality improvement in international markets. ASQ World Conference on Quality and Improvement Proceedings, 59, s. 239-244. Milwaukee, USA.
  • Jeong, I., Pae, J., & Zhou, D. (2006). Antecedents and consequences of the strategic orientations in new product development: the case of Chinese manufacturers. Industrial Marketing Management , 35 (3), 348-358.
  • Judgev, K., & Mathur, G. (2006). Project management elements as strategic assets: preliminary findings. Management Research News , 29 (10), 604-617.
  • Kappel, T. (2001). Perspectives on road maps: how organizations talk about the future. The Journal of Product Innovation Management , 18 (1), 39-58.
  • Khalid, H. (2006). Embracing diversity in user needs for affective design. Applied Ergonomics , 37 (4), 409-418.
  • Kingston, G. (2001). Book Review: Powerful Products: Strategic Management of Successful New Product Development (Roger Bean & Russell Radford). Journal of Product Innovation Management , 18 (5), 351-352.
  • Kotler, P., & Roth, G. (1984). Design: a powerful but neglected strategic tool. The Journal of Business Strategy , Autumn, 16-21.
  • Kusz, J. (2005). When "good" design means responsible design. Design Management Review, 16 (3), 29-38.
  • Lorenz, C. (1994). Harnessing design as a strategic resource. Long Range Planning , 27 (5), 73-84.
  • Lu, Q., & Wood, L. (2006). The refinement of design for manufacture: inclusion of process design. International Journal of Operations and Management , 26 (10), 1123-1145.
  • Mäkinen, H. (2005). Product design as a core competence in a design- oriented industry. Advances in Applied Business Strategy , 9, 103
  • McDermott, C., & Colarelli O’Connor, G. (2002). Managing radical innovation: an overview of emergent strategy issues. Journal of Product Innovation Management , 19 (6), 424-438.
  • Miller, D. (2005). Advantage by design: competing with opportunity- based organizations. Business Horizons , 48 (5), 393-407.
  • Moingeon, B., & Lehmann-Ortega, L. (2006). Strategic innovation: how to grow in mature markets. European Business Forum (24), 50-54.
  • Mukhopadhyay, S., & Setaputra, R. (2007). A dynamic model for optimal design quality and return policies. European Journal of Operational Research , 180 (3), 1144-1154.
  • Murmann, J., & Frenken, K. (2006). Toward a systematic framework for research on dominant designs, technological innovations, and industrial change. Research Policy , 35 (7), 925-952.
  • Murray, A., & Greenes, K. (2006). Building the enterprise of the future: a framework for transformation. Camden , 15 (9), 16-17.
  • Prasad, B. (2001). Total value management - a knowledge management concept for integrating TQM into concurrent product and process development. Knowledge and Process Management , 8 (2), 105- 122.
  • Reed, D. (2002). Employing normative stakeholder theory in developing countries. Business & Society , 41 (2), 166-207.
  • Sarkar, M., Echambadi, R., & Agarwal, R. (2006). The effect of the innovative environment on exit of entrepreneurial firms. Strategic Management Journal , 27 (6), 519-539.
  • Sebastianelli, R., & Tamimi, N. (2002). How product quality dimensions relate to defining quality. International Journal of Quality and Reliability Management , 19 (4), 442-453.
  • Shapiro, D., Abercrombie, N., Lash, S., & Lury, C. (1992). Flexible specialisation in the culture industries. H. Ernste, & V. Meier, Regional development and contemporary industrial response: extending flexible specialisation (s. 188-189).
  • Smith, A., Pickles, J., Begg, R., Roukova, P., & Bucek, M. (2005). Outward processing, EU enlargement and regional relocation in the European textiles and clothing industry: reflections on the European Commission’s communication on ‘the future of the textiles and clothing sector in the enlarged European Union’. European Urban and Regional Studies , 12 (1), 83-91.
  • Smith, M. (2006). Book Review: Design in the USA (Jeffrey L. Meikle). Business History Review , 80 (3), 579-582.
  • Stjernholm, A. (2002, September 16). Strategic Innovation. retrieved from http://www.strategic-innovation.dk/Engelsk/consult.html on April 1, 2007
  • Svengren, L. (1994). Bahco Tools: The development of design as a strategic resource and core competence. Design Management Journal , 5 (2), 56-62
  • Tabachnick, B., & Fidell, L. (2000). Using Multivariate Statistics. Northridge, CA, USA: Harper Collins College Publishers
  • Taplin, I. (2006). Strategic change and organisational restructuring: how managers negotiate change initiatives. Journal of International Management , 12 (3), 284-301.
  • Turock, A. (2001). Strategic innovation. Executive Excellence , 18 (9), 9- 10.
  • Ulrich, K., & Ellison, D. (2005). Beyond make-buy: internalization and integration of design and production. Production and Operations Management , 14 (3), 315-330.
  • Ulrich, K., & Pearson, S. (1998). Assessing the importance of design through product archaeology. Management Science , 44 (3), 352- 369.
  • Veryzer, R. (2005). The roles of marketing and industrial design in discontinuous new product development. Journal of Product Innovation Management , 22 (1), 22-41.
  • Waage, S. (2007). Re-considering product design: a practical “road-map” for integration of sustainability issues. Journal of Cleaner Production , 15 (7), 638-649.
  • Waller, M., & Ahire, S. (1996). Management perception of the link between product quality and customers' view of product quality. International Journal of Operations & Production Management , 16 (9), 23-33.
  • Wood, R. (2007). How strategic innovation really gets started. Strategy & Leadership , 35 (1), 21-29.
  • Yamamoto, M., & Lambert, D. (1994). The impact of product aesthetics on the evaluation of industrial products. Journal of Product Innovation Management , 11, 309-324.

STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES

Yıl 2007, Cilt: 8 Sayı: 1, 43 - 67, 01.03.2007

Aykut Berber İbrahim Aksel

Öz

Emerging economies face international competition and moreover, similar technology applies to organizations in the relevant industry. Therefore companies must strive to keep their market positions or create new business opportunities. Novel and innovative strategies are required in either case, which depends on differentiation in the market. Recognized as a value for sustainable competitive advantage and commercial success, industrial design (ID) has an essential role. This paper proposes that strategic approach to product design and development process is beneficial for the effectiveness of ID practices. Context of the research in the study is divided into two sections. The first section derived from a study previously conducted in Poland and aimed to observe whether Turkish companies recognized ID as a strategic tool for differentiation. A comparison of the results was made with the results obtained in Poland. The second section of the research context focuses on Turkish companies. To explore how strategic approach to product design and development process impacts on ID practices; factors and hypotheses were generated through principal components analysis prior to regression analysis to analyze the relationship. 198 companies from textile, furniture, and home appliances industries took part in the research. Major indications of the research show that strategic effect of teamwork has a central role in effective ID practices.

Anahtar Kelimeler

Industrial Design Strategic Innovation Product Development

Kaynakça

  • Alfasi, N., & Portugali, J. (2004). Planning just-in-time versus planning just-in-case. Cities , 21 (1), 29-39.
  • Allen, R., & Helms, M. (2006). Linking strategic practices and organizational performance to Porter's generic strategies. Business Process Management Journal , 12 (4), 433-454.
  • Amabile, T. (1997). Entrepreneurial creativity through motivational synergy. Journal of Creative Behavior , 31, 18-26.
  • Badke-Schaub, P. (2004). Strategies of experts in engineering design: between innovation and routine behavior. Journal of Design Research , 4 (2).
  • Badke-Schaub, P., & Frankenberger, E. (1999). Analysis of design projects. Design Studies , 20 (5), 465-480.
  • Bailetti, A., & Litva, P. (1995). Integrating customer requirements into product designs. The Journal of Product Innovation Management , 12 (1), 3-15.
  • Baldwin, C., Hienerth, C., & von Hippel, E. (2006). How user innovations become commercial products: A theoretical investigation and case study. Research Policy , 35 (9), 1291-1313.
  • Berber, A., & Pekdemir, I. (2002). Performance of product development teams for innovativeness: a study in three major industries of Turkey. Management Conference. Sophia Antipolis, France. International Product Development
  • Bertrand, K. (1991). New-product design: Shape of the Future. Business Marketing, 76 (7), 18-19.
  • Bowring, F. (2002). Post-Fordism and the end of work. Futures , 34 (2), 159-172.
  • Buhler, P. (2006). Managing in the new millennium. SuperVision , 67 (5), 20-22.
  • Chang, H., Lai, H., & Chang, Y. (2007). A measurement scale for evaluating the attractiveness of a passenger car form aimed at young consumers. International Journal of Industrial Ergonomics , 37, 21-30.
  • Crilly, N., Moultrie, J., & Clarkson, P. (2004). Understanding product appearance: cognitive and emotional response to product visual form. Design and Emotion Conference 2004. Ankara, Turkey.
  • Cross, N. (1997). Creativity in design: analyzing and modeling the creative leap. Leonardo , 30 (4), 311-314.
  • Dewett, T. (2004). Creativity and strategic management: individual and group considerations concerning decision alternatives in the top management teams. Journal of Managerial Psychology , 19 (2), 156-169.
  • DeWitt, B., & Meyer, R. (2005). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage (2nd Edition b.). Italy: International Thompson Business Press.
  • DiPietro, W., & Anoruo, E. (2006). Creativity, innovation, and export performance. Journal of Policy Modeling , 28 (2), 133-139.
  • Feigenbaum, A. (2007). The international growth of quality. Quality Progress , 40 (2), 36-40.
  • Foreman, S. (2006). Driving growth through innovation. Manager Update , 17 (4), 11-20.
  • Garvin, D. (1987). Competing on the eight dimensions of quality. Harvard Business Review , 65 (6), 101-109.
  • Gemser, G., & Leenders, M. (2001). How integrating design in the product development process impacts on company performance. The Journal of Product Innovation Management , 18 (1), 28-38.
  • Giannini, F., Monti, M., & Podehl, G. (2006). Aesthetic-driven tools for industrial design. Journal of Engineering Design , 17 (3), 193-215.
  • Gotzsch, J., Chanaron, J., & Birchall, D. (2006). Product development with a focus on attractive product expression: an analysis of case studies. International Journal of Product Development , 3 (3/4), 467-476.
  • Grzecznowska, A., & Mostowicz, E. (2004). Industrial design: a competitive strategy. Design Management Review , 15 (4), 55-60.
  • Haake, S., & Oliver, N. (2002). Strategic decision-making, product development and the problem of de-coupling. 9th EIASM International Product Development Management Conference. Sophia Antipolis, France.
  • Hammond, K. (2002). How to design the perfect product. Fast Company (60), 122-126.
  • Hertenstein, J., Platt, M., & Veryzer, R. (2005). The impact of industrial design effectiveness on corporate financial performance. The Journal of Product Innovation Management , 22 (1), 3-21.
  • Hoagland, P. (2006). Designing for success - how superior industrial design can make all the difference. Residential Systems , 7 (8), 30
  • Horn, D., & Salvendy, G. (2006). Consumer-based assessment of product creativity: a review and reappraisal. Human Factors and Ergonomics in Manufacturing , 16 (2), 155-175.
  • Humphreys, J. (2005). Developing the big picture. MIT Sloan Management Review , 47 (1), 96.
  • Jeffries, R., & Sells, P. (2005). Utilizing customer perception measurement for quality improvement in international markets. ASQ World Conference on Quality and Improvement Proceedings, 59, s. 239-244. Milwaukee, USA.
  • Jeong, I., Pae, J., & Zhou, D. (2006). Antecedents and consequences of the strategic orientations in new product development: the case of Chinese manufacturers. Industrial Marketing Management , 35 (3), 348-358.
  • Judgev, K., & Mathur, G. (2006). Project management elements as strategic assets: preliminary findings. Management Research News , 29 (10), 604-617.
  • Kappel, T. (2001). Perspectives on road maps: how organizations talk about the future. The Journal of Product Innovation Management , 18 (1), 39-58.
  • Khalid, H. (2006). Embracing diversity in user needs for affective design. Applied Ergonomics , 37 (4), 409-418.
  • Kingston, G. (2001). Book Review: Powerful Products: Strategic Management of Successful New Product Development (Roger Bean & Russell Radford). Journal of Product Innovation Management , 18 (5), 351-352.
  • Kotler, P., & Roth, G. (1984). Design: a powerful but neglected strategic tool. The Journal of Business Strategy , Autumn, 16-21.
  • Kusz, J. (2005). When "good" design means responsible design. Design Management Review, 16 (3), 29-38.
  • Lorenz, C. (1994). Harnessing design as a strategic resource. Long Range Planning , 27 (5), 73-84.
  • Lu, Q., & Wood, L. (2006). The refinement of design for manufacture: inclusion of process design. International Journal of Operations and Management , 26 (10), 1123-1145.
  • Mäkinen, H. (2005). Product design as a core competence in a design- oriented industry. Advances in Applied Business Strategy , 9, 103
  • McDermott, C., & Colarelli O’Connor, G. (2002). Managing radical innovation: an overview of emergent strategy issues. Journal of Product Innovation Management , 19 (6), 424-438.
  • Miller, D. (2005). Advantage by design: competing with opportunity- based organizations. Business Horizons , 48 (5), 393-407.
  • Moingeon, B., & Lehmann-Ortega, L. (2006). Strategic innovation: how to grow in mature markets. European Business Forum (24), 50-54.
  • Mukhopadhyay, S., & Setaputra, R. (2007). A dynamic model for optimal design quality and return policies. European Journal of Operational Research , 180 (3), 1144-1154.
  • Murmann, J., & Frenken, K. (2006). Toward a systematic framework for research on dominant designs, technological innovations, and industrial change. Research Policy , 35 (7), 925-952.
  • Murray, A., & Greenes, K. (2006). Building the enterprise of the future: a framework for transformation. Camden , 15 (9), 16-17.
  • Prasad, B. (2001). Total value management - a knowledge management concept for integrating TQM into concurrent product and process development. Knowledge and Process Management , 8 (2), 105- 122.
  • Reed, D. (2002). Employing normative stakeholder theory in developing countries. Business & Society , 41 (2), 166-207.
  • Sarkar, M., Echambadi, R., & Agarwal, R. (2006). The effect of the innovative environment on exit of entrepreneurial firms. Strategic Management Journal , 27 (6), 519-539.
  • Sebastianelli, R., & Tamimi, N. (2002). How product quality dimensions relate to defining quality. International Journal of Quality and Reliability Management , 19 (4), 442-453.
  • Shapiro, D., Abercrombie, N., Lash, S., & Lury, C. (1992). Flexible specialisation in the culture industries. H. Ernste, & V. Meier, Regional development and contemporary industrial response: extending flexible specialisation (s. 188-189).
  • Smith, A., Pickles, J., Begg, R., Roukova, P., & Bucek, M. (2005). Outward processing, EU enlargement and regional relocation in the European textiles and clothing industry: reflections on the European Commission’s communication on ‘the future of the textiles and clothing sector in the enlarged European Union’. European Urban and Regional Studies , 12 (1), 83-91.
  • Smith, M. (2006). Book Review: Design in the USA (Jeffrey L. Meikle). Business History Review , 80 (3), 579-582.
  • Stjernholm, A. (2002, September 16). Strategic Innovation. retrieved from http://www.strategic-innovation.dk/Engelsk/consult.html on April 1, 2007
  • Svengren, L. (1994). Bahco Tools: The development of design as a strategic resource and core competence. Design Management Journal , 5 (2), 56-62
  • Tabachnick, B., & Fidell, L. (2000). Using Multivariate Statistics. Northridge, CA, USA: Harper Collins College Publishers
  • Taplin, I. (2006). Strategic change and organisational restructuring: how managers negotiate change initiatives. Journal of International Management , 12 (3), 284-301.
  • Turock, A. (2001). Strategic innovation. Executive Excellence , 18 (9), 9- 10.
  • Ulrich, K., & Ellison, D. (2005). Beyond make-buy: internalization and integration of design and production. Production and Operations Management , 14 (3), 315-330.
  • Ulrich, K., & Pearson, S. (1998). Assessing the importance of design through product archaeology. Management Science , 44 (3), 352- 369.
  • Veryzer, R. (2005). The roles of marketing and industrial design in discontinuous new product development. Journal of Product Innovation Management , 22 (1), 22-41.
  • Waage, S. (2007). Re-considering product design: a practical “road-map” for integration of sustainability issues. Journal of Cleaner Production , 15 (7), 638-649.
  • Waller, M., & Ahire, S. (1996). Management perception of the link between product quality and customers' view of product quality. International Journal of Operations & Production Management , 16 (9), 23-33.
  • Wood, R. (2007). How strategic innovation really gets started. Strategy & Leadership , 35 (1), 21-29.
  • Yamamoto, M., & Lambert, D. (1994). The impact of product aesthetics on the evaluation of industrial products. Journal of Product Innovation Management , 11, 309-324.
Toplam 66 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Aykut Berber Bu kişi benim

İbrahim Aksel Bu kişi benim

Yayımlanma Tarihi 1 Mart 2007
Yayımlandığı Sayı Yıl 2007 Cilt: 8 Sayı: 1

Kaynak Göster

APA Berber, A., & Aksel, İ. (2007). STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi, 8(1), 43-67.
AMA Berber A, Aksel İ. STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi. Mart 2007;8(1):43-67.
Chicago Berber, Aykut, ve İbrahim Aksel. “STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES”. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi 8, sy. 1 (Mart 2007): 43-67.
EndNote Berber A, Aksel İ (01 Mart 2007) STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi 8 1 43–67.
IEEE A. Berber ve İ. Aksel, “STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES”, Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi, c. 8, sy. 1, ss. 43–67, 2007.
ISNAD Berber, Aykut - Aksel, İbrahim. “STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES”. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi 8/1 (Mart 2007), 43-67.
JAMA Berber A, Aksel İ. STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi. 2007;8:43–67.
MLA Berber, Aykut ve İbrahim Aksel. “STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES”. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi, c. 8, sy. 1, 2007, ss. 43-67.
Vancouver Berber A, Aksel İ. STRATEGIC APPROACH TO PRODUCT DESIGN AND DEVELOPMENT PROCESS, AND EFFECTIVENESS OF INDUSTRIAL DESIGN PRACTICES. Dokuz Eylül Üniversitesi İşletme Fakültesi Dergisi. 2007;8(1):43-67.
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