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Design+ Legitimizing design thinking in companies

to propose innovative ideas and actively participate in the 3.1.4. Hypothesis 4: Organizations need a physical
implementation of changes. As a result, the adoption space designed specifically for the use of DT
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of DT becomes more legitimate due to a stronger A mismatch between organizational culture and the
relationship between the perceptions of both employees workspace can hinder DT adoption. The design of the
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and management, fostering a participatory climate.
workplace is crucial to facilitating DT, as it can transform
3.1.2. Hypothesis 2: Companies need to create a the physical environment to foster learning and change.
culture of openness and feedback Flexible and agile workspaces are essential for DT,
supporting creativity and prototyping. To encourage
The organizational environment must cultivate a DT, organizations should incorporate five types of
participatory culture to promote employee engagement. creative spaces: personal, collaboration, presentation,
This can be achieved through leadership attitudes and experimentation, and relaxation areas. A flexible work
practices. 15,26 Human resource practices also contribute to environment with adaptable physical features – such
creating a favorable atmosphere, but leadership support as movable furniture and writable walls – along with
is crucial. Active participation by top management in infrastructure tailored for project teams is necessary. The
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DT practices can create a climate that fosters the desired architectural design of the workplace should be inviting to
attitudes and behaviors. Empowering leadership, which encourage active participation and innovation. Creating
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involves sharing power with subordinates, can encourage physical spaces and artifacts specifically for DT use can
employee participation in decision-making and raise their legitimize its adoption by shifting mindsets, norms, and
intrinsic motivation. 29,30 Leaders who encourage employee assumptions, thereby promoting innovation. DT artifacts
participation in DT decision-making intentionally and dedicated spaces have been shown to influence these
incorporate employee ideas and feedback, providing avenues mindset changes. Establishing these physical locations
for voice. This behavior creates a strong, voice-supportive and artifacts, such as training materials and promotional
atmosphere that promotes employee engagement in DT. content, is crucial for making DT work in an organizational
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Companies must create a culture of openness and feedback, context. By explicitly designing physical spaces for DT,
with voice practices that allow employees to speak openly. organizations can legitimize its adoption, encouraging
Exhibiting trust makes employees feel valued and connected employees to step out of their comfort zones and foster
to leaders and teammates. Empowering leaders in a culture innovation.
of openness and feedback contribute to legitimizing DT
adoption by allowing employees to communicate openly, 3.2. Research sample
feel valued, and foster stronger connections with both
leaders and colleagues. To validate the hypotheses stated, empirical research was
conducted with the Portuguese company MEO – “Serviços
3.1.3. Hypothesis 3: Organizations need leaders de Comunicações e Multimédia,” hereafter referred to as
trained in DT MEO. MEO is a leading telecommunications company
in Portugal, offering a wide range of services, including
The success of the implementation of DT in an subscription television, broadband internet, fixed-line, and
organization depends on several factors, such as the
perception of employees and supervisors toward DT, mobile telephony. Founded in 1991 as Portugal Telecom,
the quality of the supervisor–subordinate relationship, the company has undergone several transformations
over the years. MEO is a key player in the Portuguese
and the competence of managers in executing DT telecommunications market and has significantly
practices. Managers play a crucial role in legitimizing contributed to the growth of fiber-optic networks, while
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the new practice and guiding teams effectively. However,
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challenges related to legitimacy and output may lead to also introducing innovative services to its customers. In
skepticism and decreased management support. Thus, addition, MEO has been at the forefront of technological
it is essential to train managers in DT and incentivize its advancements in Portugal, expanding the fiber-optic
use to address real-world challenges. Both employees and network, launching interactive services, and developing
mobile applications. The company is also involved in
executives must understand and feel comfortable with DT.
Organizations need leaders who are well-versed in DT, and various social and cultural initiatives, supporting events
greater emphasis should be placed on building leadership and projects that contribute to the community and cultural
competence in this area to ensure the effective adoption development of Portugal.
of digital transformation practices. Well-trained managers The research was carried out with a commercial team of
contribute to legitimizing DT adoption by enhancing their 10 employees, including their team leader. This team was
ability to support the practice and guide teams successfully. chosen to enhance the information richness of our study by

Volume 2 Issue 1 (2025) 5 doi: 10.36922/dp.4292