Design thinking for organizational change: A systematic review of enablers and barriers

Abstract

This systematic review explores the use of Design Thinking (DT) as a human-centered methodology to support organizational change and innovation in complex, dynamic environments where traditional change management often falls short. A systematic search of PubMed, Scopus, and Web of Science identified studies published between January 2014 and December 2024, and nineteen studies met the inclusion criteria. Quality assessment used Mixed Methods Appraisal Tool, and data were extracted following Joanna Briggs Institute guidelines. Thematic analysis synthesized the findings. Eight enablers were identified: knowledge dissemination and cultural fit, leveraging external partnerships, process enablers, organizational and team dynamics, organizational support and resources, stakeholder engagement and trust, training and capacity building, and individual-level enablers. Four barriers emerged: operational constraints, stakeholder challenges, organizational resistance, and individual-level barriers. These findings inform open innovation and change management by highlighting the need for context-sensitive, iterative alignment of strategy, culture, and people, and for addressing systemic barriers to sustain DT adoption.