Enhancing design thinking approaches to innovation through gamification

Abstract

Purpose

The paper aims to explore the relationship between gamification and design thinking approach to innovation in the context of the early stage of innovation process (ESoIP). Design thinking is conceptually appropriate to support innovative, complex and uncertain business environments. Still, its practices have demonstrated some difficulties in managing the ESoIP, such as lack of structure and clarity around goals. This paper argues that gamification can enhance and complement design thinking in the management of firms' ESoIP.

Design/methodology/approach

Given the need to achieve a deeper understanding of the linkages between gamification and design thinking, the paper follows an exploratory theory building approach for this complex reality of innovation. The case study research method was conducted in three firms (Trivalor, Novartis and Microsoft) that applied a gamification approach to the ESoIP.

Findings

The results demonstrate that gamification has the power to enhance and complement design thinking practices by getting tasks more organized and improving coordination and employees' engagement in the innovation process.

Practical implications

The paper provides critical managerial contributions on how firms can use gamification to improve design thinking approaches to ESoIP. Its consequences are also crucial to innovation, R&D, and product/service development managers interested in using gamification to support the ideation and concept development of new solutions complementing traditional design thinking approaches.

Originality/value

Merging the gamification and design thinking approaches is novel, particularly on firms' ESoIP. The paper provides a comprehensive discussion of design thinking shortcomings and the role that gamification can play in overcoming them.

Citation

Patrício, R., Moreira, A.C. and Zurlo, F. (2021), "Enhancing design thinking approaches to innovation through gamification", European Journal of Innovation Management, Vol. 24 No. 5, pp. 1569-1594. https://doi.org/10.1108/EJIM-06-2020-0239