Strategic Design: Orchestrating and Leveraging Market-shaping Capabilities

Charlotta Windahl*, Ingo O. Karpen, Mark R. Wright

*Corresponding author for this work

Research output: Contribution to journalJournal articleResearchpeer-review


Purpose: This paper aims to conceptualise the interplay of strategic design and market-shaping capabilities.
Design/methodology/approach: Drawing on the emergent scholarly discourses related to strategic design and dynamic markets, this paper merges a contemporary view of markets and market-shaping capabilities with a conceptual exploration of strategic design.
Findings: This paper proposes that the strategic design process can shape markets through orchestrating and leveraging market-shaping capabilities. Specifically, it highlights how these capabilities trigger and facilitate purposeful intent; situated and systemic understanding; and collective collaboration.
Practical implications: Furthering the notion of strategic design, this paper contributes to clarifying how to interpret and use design as a strategic practice in business management.
Originality/value: This paper identifies strategic design as an innovative approach for creating future value-creating systems or markets, and as such, it develops a process framework for market-shaping capabilities, addressing the “how” of market shaping.
Original languageEnglish
JournalJournal of Business & Industrial Marketing
Issue number9
Pages (from-to)1413-1424
Number of pages12
Publication statusPublished - Apr 2020

Bibliographical note

Published online: 1 April 2020


  • Strategic design
  • Market shaping
  • Dynamic capabilities
  • Value creation

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