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Resource-based design competency evo...

Joh, Jooyun Melanie.

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Resource-based design competency evolution conditions in corporate design organizations.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Resource-based design competency evolution conditions in corporate design organizations./
Author:	Joh, Jooyun Melanie.
Description:	144 p.
Notes:	Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1118.
Contained By:	Dissertation Abstracts International64-04A.
Subject:	Design and Decorative Arts. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3087842

Resource-based design competency evolution conditions in corporate design organizations.
Joh, Jooyun Melanie.

Resource-based design competency evolution conditions in corporate design organizations. - 144 p.

Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1118.

Thesis (Ph.D.)--Illinois Institute of Technology, 2003.

This research examines the current design activities and roles designers perform in companies in order to define conditions that shape design competency evolution. The argument behind this investigation is that design has the potential of evolving into strategic competencies in corporate business settings. The study uses a resource-based view of the firm, an area of business strategy that argues a firm's strategic capability is determined by its internal resources, as the foundation for research. The research takes on a multi-instrument survey research approach that includes surveys and archival studies all aiming to gain an understanding into the conditions for design competency evolution. The findings from the multi-instrument survey research show that design activities performed by designers in a company reflect how design function operates as a discipline in companies. However, what is desired by the designers to be their ideal roles may not be what designers perform most often. Other functions within corporations also believe in design's potential to become a more strategic function, but at the same time, still expect design to perform its traditionally known role of producing visual output of design concepts. Therefore, the discrepancy exists between designs actual performance and what both designers and other disciplines desire to be design's role. Having expert knowledge in understanding users and contexts may add a dimension to existing design competencies to bring it closer to becoming more strategic. As more dimensions are added to the existing design competencies, an increased number of combinations of design competencies can be formed. The possibility of creating new competencies is greatly increased by the depth of design activity layers a design organization can perform in a company.Subjects--Topical Terms:

1024640
Design and Decorative Arts.

Resource-based design competency evolution conditions in corporate design organizations.
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245 1 0 $a Resource-based design competency evolution conditions in corporate design organizations.
300 $a 144 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-04, Section: A, page: 1118.
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502 $a Thesis (Ph.D.)--Illinois Institute of Technology, 2003.
520 $a This research examines the current design activities and roles designers perform in companies in order to define conditions that shape design competency evolution. The argument behind this investigation is that design has the potential of evolving into strategic competencies in corporate business settings. The study uses a resource-based view of the firm, an area of business strategy that argues a firm's strategic capability is determined by its internal resources, as the foundation for research. The research takes on a multi-instrument survey research approach that includes surveys and archival studies all aiming to gain an understanding into the conditions for design competency evolution. The findings from the multi-instrument survey research show that design activities performed by designers in a company reflect how design function operates as a discipline in companies. However, what is desired by the designers to be their ideal roles may not be what designers perform most often. Other functions within corporations also believe in design's potential to become a more strategic function, but at the same time, still expect design to perform its traditionally known role of producing visual output of design concepts. Therefore, the discrepancy exists between designs actual performance and what both designers and other disciplines desire to be design's role. Having expert knowledge in understanding users and contexts may add a dimension to existing design competencies to bring it closer to becoming more strategic. As more dimensions are added to the existing design competencies, an increased number of combinations of design competencies can be formed. The possibility of creating new competencies is greatly increased by the depth of design activity layers a design organization can perform in a company.
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3087842