Does Design Thinking Benefit Ambidextrous Dynamics between SME Managers’ Entrepreneurial and Administrative Mindsets?

Abstract

The overall aim of this study is to explore the potential of Design Thinking to bring value to small firms through ambidexterity, which is essential to firms’ performance and survival. Specifically, we investigate how Design Thinking can benefit ambidextrous dynamics between small- and medium-sized enterprise (SME) managers’ entrepreneurial and administrative mindsets. The empirical foundation of our study is in-depth qualitative data on 24 SME managers who participated in a two-year research project driven by Design Thinking. The study reveals that Design Thinking does put into motion the managers’ ambidextrous thinking. Some Design Thinking principles reinforce entrepreneurial thinking, some administrative management thinking, while others, again reinforce flexible ambidextrous management thinking.