Management practices in project-based design: Launch of the Design Innovation Research Centre

Friday 8 January 2010

Launch of the Design Innovation Research Centre

Drawing on the work of the Fellowship, I am building a wider research team through the EPSRC Challenging Engineering 'Design Innovation Research Centre.'

The official launch of the Design Innovation Research Centre was on 21st January 2010. This new exploration group, funded through the Engineering and Physical Sciences (EPSRC) flagship 'Challenging Engineering' programme. The vision is of a new mode of design in the digital economy.
For more details of the team see: www.reading.ac.uk/designinnovation

Selected Publications

Whyte, J. (2011) Managing digital coordination of design: emerging hybrid practices in an institutionalized project setting, Engineering Project Organization Journal, Vol. 1, Issue 3, pp. 159-211

Whyte, J. and Sexton, M. (2011) Motivations for innovation in the built environment: new directions for research, Building Research and Information, Vol. 39, Issue 5, pp. 473-482.

Whyte, J. and Lobo, S. (2010) Coordination and control in project-based work: digital objects and infrastructures for delivery, Construction Management and Economics, Vol. 28, Issue 6, 557-567.

Whyte, J. (2010) Taking time to understand: articulating relationships between technologies and organizations, Research in the Sociology of Organizations, Vol. 29, pp. 217-236.

Harty, C. and Whyte, J. (2010) Emerging hybrid practices in construction design work: the role of mixed media, ASCE Journal of Construction Engineering and Management, Vol. 136, No. 4, pp. 468-476.

Ewenstein, B. and Whyte, J. (2009) Knowledge practices in design: The role of visual representations as 'epistemic objects, Organization Studies, Vol. 30, No. 1, pp. 7-30.

Whyte, J., Ewenstein, B. Hales, M. and Tidd, J. (2008) Visualizing knowledge in project-based work, Long Range Planning, Vol. 41, No. 1, pp.74-92.

Ewenstein, B. and Whyte, J. (2007) Beyond words: aesthetic knowledge and knowing in design, Organization Studies, Vol. 28, No. 5, pp. 689-708.