Participatory Design – an iterative, flexible design process that closely involves stakeholders, often end users – is growing in use across design disciplines. As more practitioners use Participatory Design (PD), it has become less rigidly defined, with stakeholders engaged to varying degrees through disjointed techniques. This ambiguity can be counterproductive when discussing PD processes. We performed a systematic literature review that builds shared, foundational knowledge of PD processes and techniques while also summarizing the state of PD research in the field, as a first step in supporting richer understandings of how best to equitably engage with stakeholders. We found that a majority of PD literature examined specific case studies of PD, with the design of intangible systems representing the most common design context. Stakeholders most often participated throughout multiple stages of a design process, recruited in a variety of ways, and engaged in several of the 14 specific participatory techniques identified. Our findings also identify leverage points for creators of PD processes and how the leverage points impact design equity, including: (1) emergent versus predetermined processes; (2) direct versus indirect participation; (3) early versus late participation; (4) one time versus iterative participation; and (5) singular versus multiple PD techniques.

The central role of creativity in product engineering is evident in the generation of solutions with high innovative potential. Even in times of artificial intelligence being creative is still a skill in which the human outperforms the machine. Product engineering activities often take place in distributed environments, which elevates the importance of creative tasks due to the unique challenges these settings present. Furthermore, these distributed environments frequently involve intercultural teams. With intercultural team settings come additional benefits but also challenges. To support the creative processes of intercultural, distributed product engineering teams, the cultural synergy spectrum (CSS) method has been developed. The CSS method is designed to assist distributed product engineering teams with being creative while being culturally sensitive. To achieve this goal, mutual understanding is enhanced, and learning within the team is promoted. Using five phases to lead the participants through a creative process, the CSS starts with a warm-up, followed by building a knowledge baseline. The third phase is targeted at cultural learning, after which the creativity phase starts. Here, the actual problem-solving takes place. The final phase is for reflection and feedback. This study seeks to validate the CSS method’s effectiveness through application in a partially distributed team. Two teams, consisting of mechanical engineers in a research group at Shanghai Jiao Tong University, collaborated to address a practical problem using this method. The team is primarily Chinese as a follow-up to previous validation iterations that were done with teams with more diverse backgrounds, but who lived in Germany. To ensure that this bias due to the intercultural experience of living in another country is overcome, this study is performed with researchers in China with little intercultural experience. The CSS was applied successfully, proving that the CSS is suitable for the partially distributed or hybrid setting in which it was applied and for the team that applied it. The participants made use of the option to include additional tools and improvements to the method, like a more comprehensive warm-up.

In this study, professional engineers and designers (n = 30) participated in a 1-hour-long design activity in which they brainstormed a list of ideas for two design problems (a smart grill and a smart laundry machine), created a sketched concept for each design problem, filled out a survey about their perceptions of the market for the concept they developed, participated in a bias mitigation intervention and then repeated the pre-intervention steps. The design problems were intended to trigger availability bias based on the participants’ occupations (engineers and designers at a kitchen appliance company) as well as conflict between the gender of the participants and the gender-stereotyping of the household tasks fulfilled by the smart machines. Based on correlations in the market survey, the participants, who were mostly men, displayed availability bias toward the smart laundry machine design problem. A key marker of availability bias – an association between participants’ personal enjoyment of the product and the belief that the product would be commercially successful – was eliminated after the bias mitigation intervention. Qualitative analysis of participants’ reflections indicated that the intervention primarily assisted designers in making additional considerations for users, such as increasing accessibility and building awareness of excluded user groups.

Recent academic contributions explore the integration of Digital Twins (DTs) within smart Product-Service System (sPSS). This integration aims to innovate business propositions, hardware and services. However, gaps persist in developing DT environments to support early-stage collaborative innovation for sPSS, and limited studies explore how real-time synchronized digital replicas enhance value co-creation in this area. This paper addresses this gap by presenting a framework and practical example of integrating value-driven decision support into early sPSS conceptual design. A case study on the development of the Smart Electric Vehicle (SEV) conducted with a global automotive Original Equipment Manufacturer (OEM) demonstrates the framework’s efficacy. Through qualitative data analyses based on experimental validation in a case company, the DT proves effective in aiding decision makers in selecting value-adding configurations within specific scenarios. Furthermore, the DT serves as a visual decision-making tool, fostering collaboration across diverse teams within the automotive company. This collaboration facilitates value creation across practitioners with varied backgrounds, emphasizing the DT’s role in enhancing early-stage innovation and co-creation processes in the sPSS domain.