@article{JobstKoeppenLindbergetal.2012,
  author    = {Jobst, Birgit and K{\"o}ppen, Eva and Lindberg, Tilmann and Moritz, Josephine and Rhinow, Holger and Meinel, Christoph},
  title     = {The faith-factor in design thinking : creative confidence through education at the design thinking schools Potsdam and Standford?},
  isbn      = {978-3-642-31990-7},
  year      = {2012},
  language  = {en}
}
@article{LindbergKoeppenRauthetal.2012,
  author    = {Lindberg, Tilmann and K{\"o}ppen, Eva and Rauth, Ingo and Meinel, Christoph},
  title     = {On the perection, adoption and Implementation of design thinking in the IT industry},
  year      = {2012},
  language  = {en}
}
@book{SchmiedgenRhinowKoeppenetal.2015,
  author    = {Schmiedgen, Jan and Rhinow, Holger and K{\"o}ppen, Eva and Meinel, Christoph},
  title     = {Parts without a whole?},
  number    = {97},
  publisher = {Universit{\"a}tsverlag Potsdam},
  address   = {Potsdam},
  isbn      = {978-3-86956-334-3},
  issn      = {1613-5652},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-79969},
  publisher      = {Universit{\"a}t Potsdam},
  pages     = {143},
  year      = {2015},
  abstract  = {This explorative study gives a descriptive overview of what organizations do and experience when they say they practice design thinking. It looks at how the concept has been appropriated in organizations and also describes patterns of design thinking adoption. The authors use a mixed-method research design fed by two sources: questionnaire data and semi-structured personal expert interviews. The study proceeds in six parts: (1) design thinking¹s entry points into organizations; (2) understandings of the descriptor; (3) its fields of application and organizational localization; (4) its perceived impact; (5) reasons for its discontinuation or failure; and (6) attempts to measure its success. In conclusion the report challenges managers to be more conscious of their current design thinking practice. The authors suggest a co-evolution of the concept¹s introduction with innovation capability building and the respective changes in leadership approaches. It is argued that this might help in unfolding design thinking¹s hidden potentials as well as preventing unintended side-effects such as discontented teams or the dwindling authority of managers.},
  language  = {en}
}