More from these Authors

• Chapter | Handbook of Economic Organization: Integrating Economic and Organization Theory | 2013

  Open Innovation and Organizational Boundaries: Task Decomposition, Knowledge Distribution and the Locus of Innovation

  Karim R. Lakhani, Hila Lifshitz - Assaf and Michael Tushman

  This chapter contrasts traditional, organization-centered models of innovation with more recent work on open innovation. These fundamentally different and inconsistent innovation logics are associated with contrasting organizational boundaries and organizational designs. We suggest that when critical tasks can be modularized and when problem-solving knowledge is widely distributed and available, open innovation complements traditional innovation logics. We induce these ideas from the literature and with extended examples from Apple, NASA, and LEGO. We suggest that task decomposition and problem-solving knowledge distribution are not deterministic but are strategic choices. If dynamic capabilities are associated with innovation streams, and if different innovation types are rooted in contrasting innovation logics, there are important implications for firm boundaries, design, and identity.

  Citation:

  Lakhani, Karim R., Hila Lifshitz - Assaf, and Michael Tushman. "Open Innovation and Organizational Boundaries: Task Decomposition, Knowledge Distribution and the Locus of Innovation." Chap. 19 in Handbook of Economic Organization: Integrating Economic and Organization Theory, edited by Anna Grandori, 355–382. Northampton, MA: Edward Elgar Publishing, 2013.

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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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• Supplement | HBS Case Collection | 2013 (Revised from original 2011 version)

  Felipe Calderón: Leading with Light and Power (C)

  J. Bruce Harreld and David Lane

  This sequence of cases explores how leaders get their team focused on framing, analyzing, and ultimately acting upon complex decisions. The A case provides an inside look as President of Mexico, Felipe Calderon, works with his cabinet ministers to decide how to turnaround a corrupt, highly unionized, and poorly managed state-owned company which distributes electrical energy to Mexico City and the surrounding environs. While previous administrations over several decades were aware of the problem, none wanted to risk the political or economic consequences of prolonged strikes and power outages in one of the world's most populous cities. Yet, it is now clear that the company's poor financial performance and corruption are causing significant harm to Mexico. A central theme is the president's role in making sure his team has done its homework and is fully prepared to make the appropriate decision. The B case, to be handed out during class, provides the actual decision criteria used. The C case, to be handed out at the end of class, describes what the team ultimately decided and how they executed it.

  Keywords: Management Analysis, Tools, and Techniques; Decision Choices and Conditions; Cases; Leadership Style; Crime and Corruption; State Ownership; Problems and Challenges; Risk and Uncertainty; Economics; Finance; Performance; Management Teams; Energy Industry; Mexico City;

  Citation:

  Harreld, J. Bruce, and David Lane. "Felipe Calderón: Leading with Light and Power (C)." Harvard Business School Supplement 811-094, January 2013. (Revised from original April 2011 version.)

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