Design thinking and ambidexterity a qualitative study on the practice of design thinking leading to innovation ambidexterity

Abstract

Innovation is the heart of the knowledge economy and is essentially disruptive. Corporate innovation is not only the most valued pursuit of practicing managers but also a phenomenon that has intrigued management researchers alike. Innovation is complex and expensive yet essential for newlinebusinesses to survive and grow. Companies must innovate to remain relevant in the given market situation and secure a favorable position in the future. Innovation hence needs to be both exploitative and explorative. Thereby rendering the company ambidextrous. Corporate innovation is expensive and risky and demands managers to gain deep insights into unknown crevices of newlineuser value definition, and it demands discipline. Design Thinking (DT) is a unique approach to innovation that is human-centered, pragmatic, abductive, iterative, and user-value-driven. DT enables companies to pursue product, process, or business model innovation and achieve the outcomes while newlineminimizing cost, risk, and uncertainty associated with it. This study explores newlineinnovation practices, design thinking, and innovation ambidexterity among various companies and establishes interlinks between the given constructs. The study uses a qualitative case study methodology and a pragmatic approach as the fundamental research design. After conducting a thorough review of the literature on the practice of innovation, DT, and innovation ambidexterity, newlineorganizational units are identified as cases, and insights are drawn from innovation heads using depth-interviews. In-case as well as cross-case analysis are conducted under constructive grounded theory methodology. The results of this study present propositions and an integrative innovation model that newlinecombines innovation practices, DT, and innovation ambidexterity.