*Fleur Deken, VU University, the Netheland
Gerda Gemser, RMIT University
Nico Klenner, RMIT University
More and more organizations are using designerly ways of innovating to improve and transform their innovation systems and outcomes (e.g., Liedtka, 2018). This transformation implies the adoption of an innovation process characterized by experimentation, iteration, and fast failure rather than a linear, stage-gate type of process that is focused on failure prevention (Brown, 2008). In particular when seeking to create and implement innovations that are radical in nature, iteration and experimentation are essential and require organizational flexibility, for example in the field of strategizing (Deken et al., 2018). It also requires organizations to open up their innovation systems and co-create with a broader set of stakeholders (e.g., Gemser and Perks, 2015). Interestingly, designerly ways of innovating are not only embraced by established organizations, but also by new ventures (Klenner et al., 2015). Organizations, be they newly created or established, not only borrow from the designers’ toolbox, but also seek to create a more enduring, overarching creative mindset within the organization. Such organizations may assist their employees in breaking out of their habitual ways of seeing, knowing, and acting by means of, for example, investing in creative, inspirational work spaces (Barry and Meisiek, 2010) or design thinking training programs. At the same time, the mass-marketing and commodification of designerly ways of innovating has led to a host of problems (Barry, 2017) and there are many challenges to overcome when implementing and using designerly ways of innovating in organizational settings (e.g., Carlgren et al., 2016). In this track, we seek to further explore these challenges. Possible topics/questions to explore in this track include, but are not limited to:
● How can designerly ways of innovating, which include activities such as iteration and experimentation, be implemented in organizations in an efficient and effective way?
● How to engage in co-creation with ‘ordinary’ customers and other relevant stakeholders for innovation and design? What are effective strategies for involving these potentially diverse stakeholders?
● How to develop and implement strategy when engaged in (radical) design innovation?
● By means of what design practices, activities or attitudes can organizations help their employees to break out of their habitual ways of seeing, knowing, and acting; and how to sustain such changes over time?
● Which design processes, practices, or tools are effective for new firm creation? Which design processes, practices, or tools may enable or hinder scaling up new ventures?
● What are the differences between strategies for designerly ways of innovating in new ventures versus large incumbent firms?
Barry, D. 2017. Design sweets, c-suites, and the candy man factor. Journal of Marketing Management, 33, 305-311.
Barry, D., & Meisiek, S. 2010. Seeing more and seeing differently: Sensemaking, mindfulness, and the workarts. Organization Studies, 31(11), 1505-1530.
Brown, T. 2008. Design thinking. Harvard Business Review, 86(6): 84-92.
Carlgren, L., Elmquist, M., & Rauth, I. 2016. The challenges of using design thinking in industry–experiences from five large firms. Creativity and Innovation Management, 25(3), 344-362.
Deken, F., Berends, H., Gemser, G. & Lauche, K., 2018. Strategizing and the initiation of interorganizational collaboration through prospective resourcing. Academy of Management Journal,
Gemser, G., & Perks, H. 2015. Co‐creation with customers: An evolving innovation research field. Journal of Product Innovation Management, 32(5), 660-665.
Klenner, N.F., Hartz-Olsson, L. and Capron, B., 2015. Design as a competitive advantage in start-up fundraising. Journal of Design, Business & Society, 1(2), pp.163-182.
Liedtka, J. (2018). Why Design Thinking Works, Harvard Business Review. September-October.