In this study we theorize that the relationship between design thinking potential and practiced design thinking could be hindered or enhanced by factors influencing an individual‘s motivation, like the contextual factors described by Amabile et al. (1996) being organizational support, supervisory encouragement, freedom, resources, workgroup support, workload pressure, challenge and organizational impediments.
According to Amabile et al. , the social environments surrounding an individual have the paramount influence on creativity including their workplace.
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Creative work has been described in literature as contextualized because for the outcomes to be successful it is dependent on employees‘ capabilities, pressures, resources, and sociotechnical system at work (Mumford, 2002; Rice, 2006). This study will focus on three elements of workplace context: workplace atmosphere, workplace innovative activity, and workplace innovative opportunity.
2.6.1 Workplace Atmosphere (WA) as a Moderator.
Workplace atmosphere is the environment and influencing factors at a person‘s place of work. An ideal atmosphere should nurture positive attitudes and moods.
Positive moods can promote confidence and divergent thinking and thus both can be helpful to design (Kaufmann, 2003). Therefore, an environment that is enjoyable and supports positive moods is predicted to moderate an individual‘s potential design thinking in a way which positively affects practiced design thinking. If an individual does not enjoy their work, they may be less likely to perform design thinking.
Creativity and design thinking are predicted to function better when the individual can perform work in a fun and playful way (Martin, Liedtka, Ogilvie, Jacobs, & Heracleous, 2003; Oldham & Cummings, 1996; Wylant, 2008) Therefore, an atmosphere that encourages this behavior is hypothesized to positively moderate a potential design thinker to actually practice design thinking. Conversely, a strict and formal environment with many rules and procedures should negatively moderate practiced design thinking (Landy & Conte, 2004).
One key elements of workplace atmosphere as discussed in literature is the time pressure. The more time pressure which an individual feels it is more likely to have a negative influence on them to engaging in creative process (Amabile et al., 1996) such as design thinking. To be creative takes freedom including time and empowerment as well as some form of incentive (Baillie & Walker, 1998). If an
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employee feels that they do not have the freedom, resources, or incentives (intrinsic or extrinsic), even with very high potential design thinking, they will do the minimum requirement for their jobs.
Another aspect of the atmosphere that is predicted to moderate an employee to practice design thinking is the degree to which there is open communication. It has been found that creativity was improved when conversations were open in the workplace (Martins & Terblanche, 2003) which builds trust and an atmosphere of care. We predict that this positive atmosphere moderates creativity and design thinking in a way that improves practiced design thinking.
McAllister‘s (1995) trust model tells us that trust in your team is important;
understanding each other‘s role performance in relationships and emotional bonds between people is the basis for trust . When an employee has a committed team that they can trust this creates a positive atmosphere for creativity. When there is a bond between colleagues and open communication this reduces the fear of negative criticism. This, in turn, improves the flow of communication and assists the innovative process. Wongtada and Rice (2008) state that workplace atmospheres which show trust and a self-perception from employees of care will facilitate communication and knowledge-sharing. This type of atmosphere will likely improve their creative output (Wongtada & Rice). Thus, trust in your team that they are committed and motivated with a bond that allows for open sharing is predicted to moderate the employees‘ potential design thinking in a way that improves practiced design thinking.
DiLiello and Houghton (2008) findings suggest that a well-structured but caring and encouraging environment is what organizational leaders should seek to provide to support design thinking and creativity. If employees are encouraged to share their
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expertise and skills with others this should positively moderate practiced design thinking. Furthermore, leaders should put in place systems to facilitate this, such as training and skill building.
Organizations that support creativity will also have a positive effect on design thinking. According to Wongtada and Rice (2008) the workplace atmosphere that influences creativity at work includes employees‘ willingness to share expertise and ideas.
Therefore, for this study we hypothesize that a workplace atmosphere which is enjoyable, fun and playful, less time pressure, free and open communication including openness to negative criticism, care for building skills/expertise and workgroup trust and commitment will positively moderate practiced design thinking.
Hypothesis 3: The relationship between individual employee creativity (IEC) and practiced design thinking (PDT) is positively moderated by workplace
atmosphere (WA), in such a way that (a) high WA strengthens and (b) low WA weakens the relationship between IEC and PDT.
Hypothesis 4: The relationship between design thinking working style (DT-WS) and practiced design thinking (PDT) is positively moderated by workplace
atmosphere (WA), in such a way that (a) high WA strengthens and (b) low WA weakens the relationship between DTWS and PDT.
2.6.2 Workplace Innovative Activity (WIA) as a Moderator.
Innovative activity has been described as the number of innovations, the rate of implementation of innovations, how new the innovations are and by the relative innovative activity in comparison to competitors (Wongtada & Rice, 2008).
Innovation requires a certain level of risk; often, many ideas need to be generated before finding a successful one (Amabile & Gryskiewicz, 1987; Martin, 2007a;
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Wongtada & Rice). Wongtada and Rice state that an organization that supports the generation of many ideas has higher innovative activity. To generate many ideas and support creativity an organization should be flexible in their work processes, allowing employees to try new methods (Shalley et al., 2004).
Literature often explains employee creativity as a necessary prerequisite and starting point for innovation (Burbiel, 2009; Shalley et al., 2004; Wongtada & Rice, 2008). As discussed in section 2.5.1 employee creativity begins with the individual.
Wongtada and Rice predicted and then proved that individual employee creativity is positively moderated by a workplace that is conducting innovative activity. Therefore, for the purpose of this study we also posit that workplace innovative activity will have a positive moderating effect on individual employee creativity and design thinking working style which will lead to increased practiced design thinking.
Hypothesis 5: The relationship between individual employee creativity (IEC) and practiced design thinking (PDT) is positively moderated by workplace innovative activity (WIA), in such a way that (a) high WIA strengthens and (b) low WIA weakens the relationship between IEC and PDT.
Hypothesis 6: The relationship between design thinking working style (DT-WS) and practiced design thinking (PDT) is positively moderated by workplace innovative activity (WIA), in such a way that (a) high WIA strengthens and (b) low WIA weakens the relationship between DT-WS and PDT.
2.6.3 Workplace Innovative Opportunity (WIO) as a Moderator.
When employees have design thinking potential this does not always translate to the use of design thinking, similar to studies conducted on creative potential (DiLiello
& Houghton, 2008). It is predicted that one of the moderating factors for employees engaging in design thinking is the perceived opportunity in the workplace to be
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innovative. DiLiello and Houghton tells us that whether the opportunity is existent or not, if the employee does not perceive it to be there, is unaware, they will not engage in such activities . In the case of Singapore Polytechnic, employees may be trained in and encouraged to use design thinking but if they do not find the opportunity in their everyday jobs then they will not use it. It is predicted that a higher perceived workplace innovative opportunity will positively moderate design thinking potential and in turn practiced design thinking.
Hypothesis 7: The relationship between individual employee creativity (IEC) and practiced design thinking (PDT) is positively moderated by workplace innovative opportunity (WIO), in such a way that (a) high WIO strengthens and (b) low WIO weakens the relationship between IEC and PDT.
Hypothesis 8: The relationship between design thinking working style (DT-WS) and practiced design thinking (PDT) is positively moderated by workplace innovative opportunity (WIO), in such a way that (a) high WIO strengthens and (b) low WIO weakens the relationship between DTWS and PDT.
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CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
This chapter consolidates the literature review and hypothesis in a framework to be tested by this study. The quantitative methodology for this study will be detailed including the variable measurements and questionnaire design. Secondly, the data collection procedures for the quantitative research and the data analysis techniques will be discussed.