Design thinking as a mechanism for brand ambidexterity Beverland, Michael creator Wilner, Sarah J. S. Micheli, Pietro text Journal of the Academy of Marketing Science 2015 monographic eng Eng lis h

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589-609 pages In order to sustain and grow brand equity, brand managers are faced with balancing the preservation of existing brand identity through consistency with the need to maintain relevance, which requires change and innovation. In this paper we build upon the concept of organizational ambidexterity (March 1991), arguing that design thinking—the logics and practices associated with designers—can serve as a mechanism which promotes and enables the integration of brand consistency and relevance. Drawing on cases of innovation at firms across a range of industries, we show how design thinking can trigger brand ambidexterity across a three-stage process. We identify eight practices and examine how designers enable brand managers to address enduring consistency-relevance tensions in ways that ensure innovations renew or revitalize the brand without undermining its essence. / Beverland, M. B., Wilner, S. J., & Micheli, P. Branding (Marketing) Business strategy Cognitivism Business innovation Organizational theory Creativity 1552-7824 0092-0703 https://link-springer-com.hub.tbs-education.fr/article/10.1007/s11747-015-0443-8 https://link-springer-com.hub.tbs-education.fr/article/10.1007/s11747-015-0443-8 250918 20260512131120.0