The Organizational Impacts of Design Thinking used as a Toolbox for Managers or as a Theory of Design

Authors

  • Estellea BERGER Strate School of Design, France
  • Valérie MERINDOL Paris School of Business, France

DOI:

https://doi.org/10.33114/adim.2019.02.204

Keywords:

Design Thinking, Management Innovation, Organizational Culture, Change Agent

Abstract

The adoption of Management Innovation in organizations is difficult to investigate. Controversies exist on the nature of Design thinking (DT), which can be used as a toolbox for managers, or as a theory of design practice. Based on a multi-case study, this article investigates the impacts brought by DT in organizations, in terms of new practices and roles played by designers. Referring to various definitions of DT and its relation to Design, this article proposes a framework articulating the objectives of DT as Management Innovation and its adoption. The results show two intertwined factors: the fit between the cultural, technical and political dimensions of the organization, and the profile of the change agent, designer or not.

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Published

2019-11-30

How to Cite

BERGER , E. ., & MERINDOL , V. . (2019). The Organizational Impacts of Design Thinking used as a Toolbox for Managers or as a Theory of Design. Conference Proceedings of the Academy for Design Innovation Management , 2(1), 697–709. https://doi.org/10.33114/adim.2019.02.204