Developing Managerial Dynamic Capabilities: A Quasi-Experimental Field Study of the Effects of Design Thinking Training

Deeply rooted in practice, design thinking lacks theory-driven empirical research on its effects. In this article, we combine the practical experience of design thinking with the theoretical advances of the dynamic capabilities framework. We examine how training team leaders in design thinking can develop their managerial sensing, seizing, and transforming capabilities; stimulate innovation in their teams; and influence team operational capability. We test the model using a quasi-experimental field study with a control group and a 4-month time lag. The intervention is a design thinking training program presented in six geographically isolated business units of a large multinational telecommunications company. We found that the training had a positive effect on the participants’ sensing and seizing capabilities, which had a positive effect on their transforming capability, team innovation output, and team operational capability. These positive effects were paralleled by a direct negative effect of the training on the operational capabilities of the participants’ teams.