Collective Competencies and their Constitutive Elements: a case study in a Brazilian Fashion Group

Silva, Luiz Henrique da; Ghedine, Tatiana

doi:10.15728/bbr.2023.20.2.5.en

Luiz Henrique da Silva

conceptualization

methodology

data curation

formal analysis

writing – review & editing

Universidade de São Paulo, São Paulo, Brazil

https://orcid.org/0000-0002-7076-831X

Tatiana Ghedine

conceptualization

methodology

formal analysis

writing – review & editing

Universidade do Vale do Itajaí,, Itajaí, Santa Catarina, Brazil

https://orcid.org/0000-0002-4006-3917

luizhenrique301@hotmail.com

tghedine@univali.br

AUTHOR’S CONTRIBUTION

LHS: concept, method, data collection, data analysis, theoretical background, references and full paper review. TG: concept, method, data analysis, theoretical background, references and research supervision.

CONFLICTS OF INTEREST

The authors declare no conflicts of interest.

Avelino et al. (2017Avelino, K., Salles, D., & Costa, I. (2017). Collective competencies and strategic people management: A study carried out in federal public organizations. Revista de Administração Mackenzie, 18(5), 202-228. http://doi.org/10.1590/1678-69712017/administracao.v18n5p202-228 http://doi.org/10.1590/1678-69712017/adm... , p. 209)	It refers to the participation and interaction of individuals in workgroups. It is an intermediate component in organizations' functioning, placed between individual competencies at the micro-level and organizational competencies at the macro level.
Hedjazi (2018Hedjazi, D. (2018). Constructing collective competence: a new cscw-based approach. International Journal of Information and Communication Technology, 12(3/4), 393-416. http://doi.org/10.1504/IJICT.2018.090418 http://doi.org/10.1504/IJICT.2018.090418... , p. 394)	The ability of group to solve more problems that its individual members. So, it is extremely important to treat the group or team as the most significant social unit.
Guernoub and Kerkoub (2019Guernoub, H., & Kerkoub, I. A. (2019). La compétence collective et les capacités dynamiques de la firme: Repports théoriques et application managériales. Les Cahies du Cread, 35(3), 73-94. , p. 86)	Represents the sum of the individual skills of the group members, plus the relationships that group members have between them, that is, their interactions. Collective competence thus becomes the competence of the team.
Wagner et al., (2020Wagner, M., Dubé, T., & Gomez-Garibello, C. (2020). It takes a team: Generating evidence to define and foster collective competence in health professions education. Canadian Medical Education Journal, 11(5), 109-111. http://doi.org/10.36834/cmej.69664 http://doi.org/10.36834/cmej.69664... , p. 109)	Refers to both abilities of a team (sum of individual competencies), as well as the relationships and collaborative processes among its members (more than the sum of individual competencies), working together.

Teams	Number of components	Codes
Team 1	1 coordinator; 1 style assistant; 4 designers; and 3 stylists.	E1M1, E1M2, E1M3, E1M4, E1M5, E1M6, E1M7, E1M8, and E1M9.
Team 2	1 coordinator*; 1 style assistant; 2 designers; and 1 stylist.	E2-3M1, E2M2, E2M3, E2M4, and E2M5.
Team 3	1 coordinator*; 1 style assistant; and 1 designer.	E2-3M1, E3M2, and E3M3.
Team 4	1 coordinator; 2 style assistants; and 2 stylists.	E4M1, E4M2, E4M3, E4M4, and E4M5.
Team 5	1 coordinator, 1 style assistant; and 3 stylists.	E5M1, E5M2, E5M3, E5M4, and E5M5.
Team 6	1 coordinator; 1 style assistant; 2 designers; and 6 stylists.	E6M1, E6M2, E6M3, E6M4, E6M5, E6M6, E6M7, E6M8, E6M9, and E6M10.

Constitutive Elements	Elements involved	Identified elements
Sensemaking	Context	Values, timelines, and goals
	Roles	Defined and interdependent roles
	Communication	Technical terms and shared language
Shared Understanding	Interaction	Pilot conference, meetings, conventions, and research trips
	Knowledge	Professional experiences, informal learning, events, and research trips
	Collective spirit	Achievement of goals, problem solving, and conventions
Action	Reflexive	Collection planning, feedback, and execution of activities
Action	Non reflexive	Workflow, timelines, and goals
Coverage	Time	Professional experiences and coexistence of the team
Coverage	Space	Meeting room, external space, research trips, “white room”, and virtual space

CC	Definition	Teams
Capacity to cooperate	Capacity for team members to act together and help each other achieve their shared goals. It involves wanting to do things together, acting in common, and establishing relationships of mutual trust.	1, 2, 3, 4, 5, and 6
Capacity to create	Capacity for team members to collaborate to jointly create an idea or product. It involves interaction, social exchange, collective ideation, and collective creativity.	1, 2, 3, 4, 5, and 6
Capacity to planning collection	Capacity for team members to jointly develop procedures, plans and actions aimed at creating a fashion collection. It involves the discussion of opinions and ideas, the joint alignment, and the definition of objectives.	1, 2, 3, and 6
Capacity to decision-making	Capacity for team members to choose the best alternative in favor of a shared goal. It involves aggregating information and knowledge, consensus of decisions, and exploration of the situation to be decided.	1, 2, 3, 5, and 6
Capacity to solve problems	Capacity for team members to get involved in solving a problem, seeking to solve it by developing solutions and action planning. It involves joint targeting, communication, and cognitive skills.	1, 2, 3, 4, 5, and 6
Capacity to approval collection	Capacity for team members to be able to approve products in the collection. It involves the coordination of knowledge, persuasion, and the complementarity of information.	1, 2, 3, 4, 5, and 6
Capacity to meet goals	Capacity for team members to be involved in planning actions to achieve goals. It involves sharing, mutual support, and communication.	1, 2, 3, and 4

[1] luizhenrique301@hotmail.com

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Collective Competencies and their Constitutive Elements: a case study in a Brazilian Fashion Group

Abstract