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EXTRAPOLATING from detailed case studies, Birgit Jevnaker describes three approaches to managing assets that allow organizations to leverage design resources more effectively. First, executives should integrate competencies in a dynamic, rather than a linear, fashion. Second, they should nurture talent‐rich design/business relationships and a broad range of external and internal multidisciplinary networking. Third, building on what is ideally a creative mix of talents and content, they should emphasize the modeling of design experiences capturing value from business/design opportunities.

Purpose – The purpose of this paper is to examine how the development and experimentation with a designer-assisted and collaborative concept-creating approach can provide new insights into the emergent field of service innovations. Design/methodology/approach – The paper were independent researcher with no commercial interests in the method investigated. The paper adopted qualitative methodology informed by 12 innovation workshop series among three Norwegian service companies, followed up by formative validation of the three years constructional and experimental period. Findings – The workshops introduced tangible tools and produced large numbers of innovation ideas, some of which were exploited. Participants internalized partially service design-terms and tools. The experimentation contributed to a common language among participants. Weaknesses included not explicitly addressing managerial learning and organization-internal issues. Research limitations/implications – New innovation interventions in the often fuzzy front-end should be validated to accumulate insights and allow changes. Practical implications – The paper offer a managerial framework for improving innovation experimentation among corporate employees and specialists. This will help companies understand service design impact on innovation by delineating key managerial components and limitations from broad business perspective. Social implications – Relationships influenced the construction and conduct of the innovation experiments, and consequently who were influenced by the experiment in the companies. To evaluate whom to include in the workshops and whom to represent by proxy innovation networks should be analyzed. Originality/value – This study reports one of very few appraisals of design-assisted service innovation interventions through process observations and follow-up field interviews, including interviews after the finalizing of field experiments. The paper offer frameworks and critical issues for fuzzy-end innovation practice and research.

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In this article, we explore a circle of younger-generation economists at Cambridge who contributed to new theories in the 1930s. The aim was to understand how and why innovative thinking in academic theorizing, seen as situated, discursive practices, can emerge and gain ground. We also address how new theory building by an unlikely candidate, Joan Robinson, could unfold. We examine how there was a change in discourse related to imperfect markets and identify forming practices. Our perspective on how knowledge was reframed is Foucauldian. The study is grounded in archive studies, recent reviews and biographical material. This article contributes to learning, knowledge creation and communities of practice by exploring idea innovations as discursive practice. We propose 'epistemic interaction' as a sensitizing concept for understanding new theory building and theorizing in collaborative partnerships and small circles that became key to intellectual discovery.