Michael L Tushman
Biographic Data
| ID | 2111478 |
|---|---|
| NAME | Michael L Tushman |
| GIVEN NAMES | Michael L |
| FAMILY NAME | Tushman |
| SIGNATURE | TUSHMAN M L |
| AFFILIATIONS | Harvard University |
| VERIFIED | No |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 0 |
| WORKS AS AUTHOR | 11 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1975 |
| LATEST PUBLICATION YEAR | 2013 |
| H-INDEX | 0 |
Organizational Ambidexterity
Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of…
Meta‐organization design
This article provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta‐organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The article identifies key parameters on which such meta‐organizations' designs differ from each other. It also presents a taxonomy that elucidates how such forms of collective action vary and th…
Exploration and Exploitation Within and Across Organizations
Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an essential lens for interpreting various behaviors and outcomes within and across organizations. Despite its straightforwardness, this framework has generated debates concerning the definit…
Organizational Ambidexterity
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambid…
Ambidexterity as a dynamic capability
Managing Strategic Contradictions
Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition—senior leaders and/or their teams (a) articulating a paradoxical frame, (b) diff…
Exploitation, Exploration, and Process Management
Ambidextrous Organizations
Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment. They must, in other words, create an ambidextrous organization—one capable of simultaneously pursui…
Information Processing as an Integrating Concept in Organizational Design
Organizational Change
Organizational Change
No prominent works on this page.
Organizational Change
Organizational Change
Information Processing as an Integrating Concept in Organizational Design
Ambidextrous Organizations
Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment. They must, in other words, create an ambidextrous organization—one capable of simultaneously pursui…
Exploitation, Exploration, and Process Management
Managing Strategic Contradictions
Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition—senior leaders and/or their teams (a) articulating a paradoxical frame, (b) diff…
Ambidexterity as a dynamic capability
Organizational Ambidexterity
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambid…
Exploration and Exploitation Within and Across Organizations
Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an essential lens for interpreting various behaviors and outcomes within and across organizations. Despite its straightforwardness, this framework has generated debates concerning the definit…
Meta‐organization design
This article provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta‐organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The article identifies key parameters on which such meta‐organizations' designs differ from each other. It also presents a taxonomy that elucidates how such forms of collective action vary and th…
Organizational Ambidexterity
Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of…
Business (10 works) · Computer Science (9 works) · Knowledge management (8 works) · Innovation and Knowledge Management (7 works) · Political science (6 works) · Process management (6 works) · Economics (5 works) · Industrial organization (5 works) · Management (5 works) · Sociology (5 works)