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Design+ Legitimizing design thinking in companies

translating employees’ job experiences into attitudes and materials. Employees should find these spaces inviting
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behaviors. Supervisors are key agents in implementing and comfortable to encourage active participation and
direct voice practices, and their interactions with innovation. The use of DT artifacts and innovative
employees significantly influence employees’ comfort workplace designs plays a transformative role in shifting
and willingness to express their opinions. Trust in mindsets and impacting underlying norms, values, and
supervisors’ ability to take advice seriously and apply it assumptions. Creating dedicated physical locations and
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in decision-making is crucial. The effective exchange incorporating training and promotional materials are
of viewpoints in diverse teams is encouraged; however, considered critical to the successful implementation of DT
obstacles to sharing and leadership approaches can within an organizational context. 13
impact the outcomes. 21,33 A shortage of professionals
with experience in DT has been identified as a 3. Empirical study
challenge, requiring further training and development. 3.1. Development of research hypotheses
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Corporate-level managers play an essential role in
legitimizing and guiding the adoption of new practices Based on the literature, four hypotheses were developed to
within the organization. Leadership legitimacy and the be tested and validated in the field. National culture shapes
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organizational norms and defines appropriate employee
willingness to follow established guidelines influence attitudes and behaviors. Power distance, a crucial element
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team commitment. 35,36
of national culture, influences the level of decision-making
For the successful implementation of DT, a high level authority within organizations and affects employee
of preparation from employees, managers, and executives voice. A high power distance orientation may hinder
is necessary. Leaders should assess the organization’s communication and decision-making participation by
understanding and application of DT, identify areas that less powerful employees. Individual-level factors such as
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need improvement, and consider pilot projects to provide attitudes, personality, motivation, and expectations also
hands-on experience. Pereira et al. confirmed that DT impact employee voice. Organizational culture issues
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supports organizational change over time in response to can pose challenges to the adoption of DT, leading to a
various factors, such as market trends, feedback, resource mismatch with existing procedures and culture, and risking
constraints, and business requirements. a lack of consideration for stakeholder needs. Reducing
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Managerial support and the ability to legitimate new power distance in employee–manager relationships can
practices are vital for effective implementation. A lack of legitimize DT adoption by promoting participation and
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legitimacy and concerns over output can lead to managerial a more participatory climate. The creative confidence
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disinterest and skepticism, potentially hindering the approach aims to engage employees in innovation by
adoption of new practices. 9 empowering them to propose and implement changes
based on their values and attitudes. This effort reduces the
2.4. Organization structures production blockage effect and enhances innovation. A
stronger relationship between employees and management
This study underscores the importance of workplace design is associated with a lower power distance, meaning less
in legitimizing the adoption of DT. An organization’s hierarchy and a more equal distribution of power within
physical environment can catalyze change by breaking down the organization. Lowering power distance in employee–
hierarchical boundaries, promoting creativity, facilitating manager relationships strengthens the legitimacy of DT
prototyping, and enhancing the overall rate of learning adoption by fostering a stronger connection between
and change. Flexible and agile working environments are perceptions of voice practices and a participatory climate,
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vital for fostering innovation and reshaping mindsets. DT thus providing opportunities for employees to participate
requires dedicated physical spaces distinct from traditional in decision-making within the team or organization.
offices, designed to encourage creative thinking. These DT
rooms should support in-depth exploration, with features 3.1.1. Hypothesis 1: Organizations require creative
such as writable walls, movable furniture, and areas for trust
transitions and relaxation to facilitate social interactions. Creative trust refers to the belief that employees’ ideas
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Leifer and Steinert identified five types of creative spaces: and suggestions are valued and taken seriously by
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personal, collaboration, presentation, experimentation, management. This trust creates an environment where
and transition/relaxation zones.
employees feel more motivated to contribute their ideas,
The workplace’s architectural style is crucial for leading to greater acceptance and legitimization of DT. For
learning and innovation, incorporating open spaces, innovation to thrive within a company, it is essential that
movable furniture, writable walls, and various prototype employees feel that they have the freedom and confidence

Volume 2 Issue 1 (2025) 4 doi: 10.36922/dp.4292