Leadership, design process, and team performance: A comparison between the Japanese and Australian R and D teams

Background: Design-oriented innovations can build long-term competitive advantage for businesses. Creative and innovative designs can lead to superior business performance and better team satisfaction. Public and private firms hence are strategically focusing on creative designs and innovations through an enormous investment in research and development (R&D). However, there has been little empirical research that defines the concept of design leadership and establishes its role in shaping design process. This study therefore aims to: a) examine the nature of design leadership, design process, team performance and satisfaction as perceived by Australian and Japanese R&D teams; and b) compare the perceptions of Australian and Japanese R&D teams toward the four variables. Research Methodology: This study implemented a quantitative survey targeting managers or supervisors of R&D teams in Japan and Australia. The survey contained 18 items capturing four components of Design leadership; namely 'envisioning the future' (5 items), 'directing design investment' (4 items), 'manifesting strategic intent' (4 items) and 'creating and nurturing an environment of innovation' (5 items). Design process was measured by three key stages namely; 'idea generation' (3 items), 'design development' (4 items) and 'evaluation of design' (4 items). 600 questionnaires were distributed with 165 questionnaires returned, representing approximately 27.5% response rate.