The emerging 'customer engagement behaviour' (CEB) literature predominantly discusses behaviours displayed by paying customers. However, the rise of free offerings, including free product trials, generates a need for re-examining the relevance of the existing paradigm based on paying customers. We propose the concept of 'non-paying consumer engagement behaviours' (CEBs) and outline how these may be leveraged to create value for the firm. We define non-paying CEBs as "a non-paying consumer's motivationally-driven, positive behaviours toward a product, brand or firm, which are predicated on free offerings". Using mixed methods and two field studies we develop a model of non-paying CEBs. Our investigations confirm that CEBs from previous studies are also applicable to non-paying consumers, but also identify additional CEBs. We examine the value created by non-paying CEBs for the firm, individuals as well as individual networks and indicate ways in which firms can capture value from non-paying consumers. We make a substantive contribution to extant theory relating to CEBs and enhance the understanding of managerial practice.

In this article, we provide a comprehensive assessment of the design thinking mindset. First, we review the design and management literature to identify and define key components of a design thinking mindset, before we report initial findings from fifteen in-depth interviews with innovation managers in Australia and Germany, who reflect on their practices while implementing design thinking within their organizations. Our study confirms a set of commonly understood and applied mindsets, but also reveals the impact of organizational constraints on translating cognition into behaviour. We suggest further mapping the different mindsets used in design thinking projects and linking them to extant leadership theory. We argue that this will provide a suitable point of departure for further study of the design thinking mindset, as well as its role for innovation.

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