Implementing design-led innovation in an Australian airport corporation

This thesis explores the introduction and application of DLI to bring about desired changes in operations, improved business outcomes and to build innovation capabilities in the organisational context of an Australian Airport Corporation (AAC). The study employed qualitative action research methods to explore DLI through action, with the researcher acting as an 'Innovation Catalyst' for the duration of 18 months. Several novel contributions to knowledge are made from this thesis. First, the DLI implementation framework was developed, building upon experiential learning theory, to aid organisations to implement DLI in a way that complements existing organisational processes. Second, three narrative typologies were developed as distinct design tools specifically deployed during DLI. Third, an evidence-based definition of DLI, linking the unique nature of the design-led approach to expected outcomes, was developed.