REVISTA LAGOS

The potential of DSR lies in the transition from passive observation to the active creation of artefacts—such as constructs, models and methods—designed to address real-world problems and transform problematic situations into desirable states. Unlike the natural sciences, validity within this paradigm is assessed by pragmatic utility and by the capacity to generate effective impact beyond conventional academic impact metrics. The still limited adoption of this approach in management research stems from structural and cultural obstacles. A pedagogical gap has been identified in postgraduate programmes, whose curricula prioritise explanatory and descriptive methods, thereby hindering training in creative synthesis and modelling, a tension often described as an attempt to “mix oil and water”. In addition, the pressure for rapid publication discourages DSR projects because of their lengthy cycles of testing and refinement, while reviewers tend to confuse the rigour of design research with consultancy reports. To overcome these challenges, curricular restructuring is required, including the incorporation of Design Heuristics and Modelling in Organisations. The institutionalisation of university–industry cooperation protocols is also proposed, using DSR as a common language through which abstract concepts may be converted into testable solutions of high economic value. Finally, it is important that journals adopt evaluation guidelines that recognise prescription and utility as legitimate scientific contributions to the advancement of technological competitiveness.