Classification of competencies in design management: Individual, collective and organizational levels

Abstract

Design management, both in the academic and the corporate world, is being perceived as a strategic element for organizations. However, the role of professional designers and their competencies in design management are little explored. Thus, the goal of this text was to emphasize how competencies are related and joined in the design management sphere, identifying possible interrelationships. A systematic literature review of applied and exploratory nature was made, mapping the state of the art about competencies in design management. Virtual databases were used for seeking work, based on the keywords "design management" and "competence". Through this study, we identified the current state of the art of the topic, as well as the understanding of design management related to individual, collective, and organizational competencies. Emerging concepts related to design management and competencies, such as learning,

Management: Izbrana poglavja

“…Individualne kompetence se gradijo ob upoštevanju znanja in praktičnih izkušenj, ki temeljijo na vedenju. Individualna kompetenca se nanaša na znanje, sposobnosti in stališča posameznika (Libânio et al, 2017). Jacobs (2019) pravi, da individualne kompetence opredelimo kot značilnosti posameznikov, ki so učinkoviti v določeni delovni nalogi.…”

Strategic design: origins and contributions to intellectual capital in organizations

“…Borja and Kim (2009) contended that design knowledge, abilities and attitudes combine to form an intangible human asset for businesses. De Souza et al (2017) elaborated upon these components by differentiating between them: while knowledge refers to personal experience, as well as technical and specific knowledge; abilities relate to creative, strategic and systematic thought; and attitudes refer to values, as well as proactive and entrepreneurial profiles.…”

“…These conceptual approaches reveal a wide range of significance for design management in the literature, in which two orientations predominate: product design management and business design management (De Pietro and Hamra, 2009; De Souza Libânio et al , 2017a, b; Lockwood, 2010). These orientations may coexist in the same business context.…”

“…Design management reinforces manager comprehension design itself, as well as its relevance, beyond simple product design (Deserti and Rizzo, 2014; Dunne and Martin, 2006; Johansson-Sköldberg, Woodilla and Çetinkaya, 2013b). Additionally, it helps to manage design as a strategic business tool (De Pietro and Hamra, 2009; Kotler and Alexander Rath, 1984), as it enhances design competence (De Souza Libânio et al , 2017a, b), process and strategy use in organizational management (Wolff and Gonçalves, 2016).…”

Determinant Moments in Design Management

“…In a first moment, a systematic literature review was developed, aiming to identify relations among the topics of design management, players and their competencies. A sequence of steps was used according to Libânio et al (2017), Anderson et al (2003), Alderson et al IV. Performing the search: 1172 papers were collected in specific portals, but only 38 studies were selected.…”