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Design+ Legitimizing design thinking in companies

a set of testable hypotheses validated through an in-depth, also demands a shift in organizational culture. The conflict
real-life case study on how DT gains legitimacy within between traditional decision-making models, which
organizations. tend to be hierarchical and linear, and the rapid, iterative
thinking central to DT, can create resistance within
2. Challenges legitimizing DT organizations. Balancing innovation with organizational
Legitimacy is crucial for gaining acceptance of new harmony is essential.
concepts within a social system. In the context of DT, The “creative confidence” approach aims to empower
ensuring legitimacy involves addressing challenges employees by fostering creativity and change, allowing
such as the need for data to persuade decision-makers, them to propose and implement changes based on
the introduction of uncertainty and abstract ideas, and their values and attitudes. This approach mitigates the
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bridging the gap between DT and traditional business production blockage effect, particularly in environments
processes. Organizations must overcome resistance and with lower power distance and a focus on employee voice. 24
build legitimacy to adopt DT successfully. 13,14,16
2.2. Mesolevel organizational climate
After an in-depth investigation, we identified the
main challenges legitimizing DT: (i) convincing decision- At the mesolevel, the organizational environment, as
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makers without data or numerical evidence is complex, defined by Patterson et al., involves the exchange of
necessitating improved communication strategies; ideas and impressions among employees within teams
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(ii) DT introduces uncertainty and questions existing and departments. A participatory climate is essential
practices, requiring a shift in mindset; (iii) proving for encouraging employee voice, fostering the sharing
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legitimacy may lead to small, incremental innovation of new ideas, proposals, and opinions from various
projects; (iv) bridging the gap between DT and traditional perspectives, and involving employees in decision-making
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processes encounters resistance due to ambiguity and and problem-solving at work. The attitudes and practices
required mindset shifts; (v) mismatches in values and of top management are critical in creating a participatory
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norms between organizations and DT create challenges culture. 21,26 Employees continuously observe and assess
in demonstrating DT’s advantages; and (vi) legitimacy leaders’ behaviors, which shape the meaning of specific
13
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enhances stability and clarity but is not always equally workplace climates. Human resource management
supported by organizational behavior. 14 practices contribute to a positive organizational
environment, but leadership support is essential. 28
The main challenges outlined above can be grouped
into four key topics, which are explored in the following Active engagement by top management in DT practices
subsections. encourages a culture that promotes desirable attitudes
and behaviors. Leadership empowerment and the sharing
2.1. Macro-level national culture of power with subordinates create a participative DT
National culture significantly shapes organizational norms environment, fostering employee involvement in decision-
29,30
and influences employee attitudes and behaviors at a making and increasing intrinsic motivation.
macrolevel. Power distance, a critical aspect of national Empowering leaders can encourage autonomous
culture, determines decision-making authority within employee behaviors, such as problem-solving and decision-
organizations and affects employee voice. Voice practices making in DT, reducing the need for direct supervisor
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are crucial for promoting justice and legitimacy within an involvement. This approach aligns with the goals of voice
organization. Individual cultural orientations regarding practices, allowing employees to influence workplace
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power distance influence employees’ willingness to express decision-making. Leaders who actively involve employees
their thoughts. Understanding individual-level factors in DT decision-making intentionally incorporate their
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such as attitudes, personality, motivation, and experiences input, create outlets for voice, and establish a “strong
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is essential. Adopting DT can be challenging due to voice-supportive atmosphere.” Employee pulse surveys
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organizational culture issues that hinder the full realization empower employees, boost confidence and focus,
of DT’s potential. Mismatches with existing procedures, enhance workplace happiness, and improve the overall
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structures, and organizational culture pose significant organizational climate.
obstacles to DT adoption. Implementing DT often
3,22
requires substantial organizational changes, including 2.3. Microlevel relationship quality between
reassessing traditional values and norms. As Seifried and employee and supervisor
Wasserbaech highlighted, successful DT adoption not At the microlevel, the quality of the relationship between
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only involves creating the appropriate physical spaces but employees and their supervisors plays a pivotal role in
Volume 2 Issue 1 (2025) 3 doi: 10.36922/dp.4292