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• Chapter | Oxford Bibliographies: Management | 2013

  Technology and Innovation Management

  Elizabeth J. Altman, Frank Nagle and Michael Tushman

  The goal of this annotated bibliography on technology and innovation is to organize and present the most important literature relevant to a scholar seeking to understand and advance the field. It includes articles that are highly-cited and foundational pieces, as well as recent articles that help give the reader a sense of where the field is headed and where likely opportunities for future research lie. This article seeks to strike an equilibrium among the variety of perspectives that exist in technology and innovation literature, balancing new and old research as well as economic, organizational, and cross-disciplinary methodologies. The innovative process is broadly considered here, as well as the technologies that result from it, including business model innovation, service-level innovation, and product innovation, highlighting articles that utilize diverse levels of analysis.

  Keywords: technology; technological change; innovation streams; organizational evolution; executive leadership; organizational architecture; Technology; Technological Innovation; Innovation and Management; Organizational Change and Adaptation; Leadership; Organizational Design;

  Citation:

  Altman, Elizabeth J., Frank Nagle, and Michael Tushman. "Technology and Innovation Management." In Oxford Bibliographies: Management, edited by Ricky W. Griffin. New York: Oxford University Press, 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2009 version)

  Ingrid Johnson and Nedbank Business Banking

  Michael Tushman and David Kiron

  Keywords: Banking Industry; South Africa;

  Citation:

  Tushman, Michael, and David Kiron. "Ingrid Johnson and Nedbank Business Banking." Harvard Business School Case 410-003, January 2013. (Revised from original October 2009 version.)

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• Article | Journal of Organization Design | 2012

  Open Innovation and Organization Design

  Michael Tushman, Karim Lakhani and Hila Lifshitz-Assaf

  Abernathy's (1978) empirical work on the automotive industry investigated relationships among an organization's boundary (all manufacturing plants), its organizational design (fluid vs. specific), and its ability to execute product and/or process innovations. Abernathy's ideas of dominant designs and the locus of innovation have been central to scholars of innovation, R&D, and strategic management. Similarly, building on March and Simon's (1958) concept of organizations as decision making systems, Woodward (1965), Burns and Stalker (1966), and Lawrence and Lorsch (1967) examined relationships among organizational boundaries, organization structure, and innovation in a set of industries that varied by technology and environmental uncertainty. These and other early empirical works have led a diverse group of scholars to develop theories about firm boundaries, organization design, and the ability to innovate.

  Keywords: organization design; open innovation;

  Citation:

  Tushman, Michael, Karim Lakhani, and Hila Lifshitz-Assaf. "Open Innovation and Organization Design." Special Issue on Future of Organizational Design, Journal of Organization Design 1, no. 1 (2012): 24–27.

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