The Value of Design Thinking - A case study investigating how Design Thinking influence the Innovative Capability of a public sector organization in its work against complex societal problems

Abstract: Design Thinking is a growing interest among scholars and practitioners within various contexts as they search for new approaches to manage the increasing number of wicked problems in society for which Design Thinking has been argued to be applicable. Given this argued applicability, Design Thinking has received widespread praise as scholars have debated that it is a universal tool that can provide value through innovation independent of domain, contributing further to its speedy growth. However, the area lacks empirical research supporting its significant claimed value, especially in contexts other than the business context, leading to several scholars calling for it to be regarded as a management fad. Research taking a performative perspective on Design Thinking within contexts other than the business context, like the public sector, has consequently been called for. However, measuring innovation is challenging, especially within service organizations like the public sector. Nevertheless, a theory argued to be applicable to accomplish this is the Innovative Capability theory, regarded as an organization's muscle for innovation. However, research within this area and the intersection is currently scarce, especially within the public sector domain, leading scholars to similarly call for additional work. In response, this study has been purposed to investigate how Design Thinking influences a public sector organization's Innovative Capability when working against complex societal problems. In doing so, an explorative qualitative case study, adopting an abductive approach, was adopted, utilizing semi-structured interviews to investigate how Design Thinking influenced the determinants of the Swedish Police Force's Innovative Capability and, thus, Design Thinking's influence on their Innovative Capability. Findings revealed that Design Thinking changed the determinants of Innovative Capability Resources and Processes while only influencing the other identified determinants, Structures, and Values and Culture. The study concluded that Design Thinking did not have an aggregated effect on the sample organization's Innovative Capability. Several practical implications were also identified, guiding public sector practitioners in how Design Thinking can contribute value to their organization. Lastly, future research avenues were suggested to guide scholars in further exploring the value of Design Thinking and understanding of Innovative Capability within public sector organizations.