Abstract
This study positions Design as a distributed capability for New Product Development through ecosystems knowledge. While the strategic role of Design in local productive systems is well established, new technology affordances often necessitate the design and implementation of organizational strategies—beyond traditional business strategies—across SMEs from diverse industrial clusters. Consequently, technological evolution calls for a system-level positioning of Design interventions and a clear articulation of Design capabilities within the organizational dimension of an ecosystem, where multiple actors participate in strategic and operational decision-making for New Product Development. By conceptualizing Design as an organizational intelligence, this research highlights its potential to enable firms to integrate heterogeneous and specialized knowledge, thereby enhancing value co-creation and economic growth. The paper proposes a theoretical framework for classifying Design capabilities at the organizational level of New Product Development interventions and examines current opportunities and barriers to embedding Design as a meta-capability within manufacturing SMEs.
Keywords
Design Capability, Organizational Intelligence, Manufacturing Ecosystems, New Product Development
DOI
https://doi.org/10.21606/drs.2026.1344
Citation
Dastoli, C., and Goretti, G. (2026) Design as a Distributed Capability for Organizational Strategies of New Product Development, in Simeone, L., Gray, C. M., Verhoeven, A., de Götzen, A., Bakırlıoğlu, Y., Zohar, H., Stead, M., and Buwert, P. (eds.), DRS2026: Edinburgh, 8–12 June, Edinburgh, United Kingdom. https://doi.org/10.21606/drs.2026.1344
Creative Commons License
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Included in
Design as a Distributed Capability for Organizational Strategies of New Product Development
This study positions Design as a distributed capability for New Product Development through ecosystems knowledge. While the strategic role of Design in local productive systems is well established, new technology affordances often necessitate the design and implementation of organizational strategies—beyond traditional business strategies—across SMEs from diverse industrial clusters. Consequently, technological evolution calls for a system-level positioning of Design interventions and a clear articulation of Design capabilities within the organizational dimension of an ecosystem, where multiple actors participate in strategic and operational decision-making for New Product Development. By conceptualizing Design as an organizational intelligence, this research highlights its potential to enable firms to integrate heterogeneous and specialized knowledge, thereby enhancing value co-creation and economic growth. The paper proposes a theoretical framework for classifying Design capabilities at the organizational level of New Product Development interventions and examines current opportunities and barriers to embedding Design as a meta-capability within manufacturing SMEs.