Managing by Design

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

“…Indeed, West (2002) suggests that factors that have a positive impact on idea creation could often have an opposite effect on idea implementation. In a similar vein, Crossan and Apaydin (2010) note that, because most of the existing studies have focused on only one dimension of the organizational innovation, we are at risk of 'missing the large picture' of what organizational innovation entails and set as an important goal for future innovation studies the understanding of "the inherent tensions that exist between the various types of innovations and the underlying processes" (Crossan andApaydin 2010: 1179; see also Gruber et al 2015 for similar calls for a better understanding of tensions across innovation dimensions). The importance of understanding tensions between creativity and innovation (and, implicitly, of what we miss by overlooking these tensions) is aptly illustrated by Baer's (2012) analysis of the link between creativity and implementation.…”

Design, consumption and marketing: outcomes, process, philosophy and future directions

“…Even the general management literature is currently developing a broader interest in design thinking (e.g. Gruber, De Leon, George, & Thompson, 2015), for instance, with regard to design-driven human resource management. Future research in this area could thus have implications for marketing staff such as frontline sales and service employees.…”

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“…The scant research on service design practices has been limited to discussions on the importance of design thinking to management (Gruber et al, 2015;Ostrom et al, 2010;Seidel & Fixson, 2013). We still know little about how service design (and design thinking) evolves into an organizational capability, though issues about the development and change of service innovation capabilities (among others) have received increasingly high scholarly attention .…”

“…Essentially, design thinking has become a primary set of management principles enabling large industrial organizations to servitize their business and transform into the modern entities of the digital age (Kolko, 2015). Despite the strategic implications of service design (e.g., Brown 2009), theorizing it as an organizational capability has largely been missing in the management and strategy literature (Gruber, de Leon, George & Thompson, 2015). We still know little about how service design processes are routinized in the organization, and what implications they have on organizational structure, culture, work practices or performance (ibid).…”