Ambidexterity and dynamic capabilities in designmanagement: an anatomy

The article fills the gap in innovation studies about design management dynamic capabilities analysing tensions in design decision of some critical areas of decision-making are addressed to the latter. making. ‘Ambidextrous organisation’ frame has been employed to report the system of tensions central to the design management. The research is based on the qualitative analysis of cases carried out in two phases. Firstly, the participation as action researchers in innovative projects highlighted design management as organisational process and the coexistence in the process of exploration and exploitation dynamics. Secondly, subsequent interviews focused on areas generating tensions, diverse options pursued by design-driven companies and employed dynamic capabilities. Findings address both to scholars and practitioners. An alternative tensions based perspective of design management is presented for the former; different models of design adoption and the definition