INTERSECTIONS AND CONTRASTS: CULTURAL AND MARKET DIFFERENCES BETWEEN DESIGN AND MANAGEMENT

Abstract

This study addressed the theme Intersections and Contrasts: Cultural and Market Differences between Design and Management, aiming to understand how cultural and market dimensions have influenced the education and professional practice in these two fields of knowledge. The research adopted a qualitative and bibliographic approach, grounded in authors such as Geertz, Hofstede, Hall, Schein, Bonsiepe, Norman, Cardoso, Manzini, Papanek, Chiavenato, Drucker, Kotler, and Maximiano, enabling a comparative analysis of the practices and professional identities of designers and managers. The study revealed that culture plays a decisive role in shaping professional identity, molding values, behaviors, and ways of thinking in each field. It was observed that the culture of Design is characterized by creativity, innovation, and aesthetic sensitivity, prioritizing experimentation, interdisciplinarity, and a commitment to sustainability and social responsibility. Conversely, the culture of Management is grounded in rationality, strategic planning, leadership, and efficiency, seeking measurable results and sustainable organizational solutions. In the market context, both fields converge on aspects such as innovation, project management, and consumer experience, although they diverge in planning methods and market approaches. The findings demonstrate that the interaction between Design and Management constitutes an opportunity for developing more creative and effective interdisciplinary practices, in which aesthetic sensitivity and strategic rationality complement each other. It is concluded that dialogue between these fields represents a promising path for training professionals capable of combining innovation and management, emotion and efficiency, thereby contributing to organizational advancement and the construction of more human and sustainable solutions in an increasingly complex and competitive market.