Michael L. Tushman
Paul R. Lawrence MBA Class of 1942 Professor of Business Administration
Chair, Program for Leadership Development
Michael Tushman holds degrees from Northeastern University (B.S.E.E.), Cornell University (M. S.), and the Sloan School of Management at M.I.T. (Ph.D.). Tushman was on the faculty of the Graduate School of Business, Columbia University, from 1976 to 1998; he was the Phillip Hettleman Professor of Business from 1989 to 1998. He has also been a visiting professor at MIT (1982, 1996) and INSEAD (1995-1998, 2011). In 2008 Tushman was awarded an honorary doctorate from the University of Geneva.
Professor Tushman is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation. His work centers on the role of senior teams in building organizations that can host both incremental as well as more discontinuous innovation as well as leading those organizational changes associated with these innovation streams. His work on ambidextrous organizational designs focuses on those organizational and senior team characteristics that enable firms to both exploit current capabilities as well explore into new spaces. He is working on the impact of distributed innovation on incumbent firms as well as the role of organizational identity on a firm’s ability to handle paradoxical strategic requirements. He has published numerous articles and books including Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (with C. O'Reilly), Harvard Business School Press, 1997, 2002; Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler,1998), Harvard Business School Press; Competing by Design: A Blueprint for Organizational Architectures (with D. Nadler), Oxford University Press, 1998; and Managing Strategic Innovation: A Collection of Readings (with P. Anderson), Oxford University Press, 1997, 2004.
Tushman teaches courses on leading innovation and organization effectiveness and on leading strategic innovation and change. At Columbia, he won the first W. H. Newman Award for excellence and innovation in the classroom. At Harvard, Tushman is involved in comprehensive and focused executive education programs, the MBA program, as well as the doctoral program. Tushman was the faculty chair of the Advanced Management Program as well as co-chair of the Management track of the DBA program. He is now faculty chair of the Program for Leadership Development and co-faculty chair of Leading Change and Organizational Renewal. He has supervised many doctoral students, several who have won national awards for their dissertation research.
Tushman is an active consultant and instructor in corporate executive education programs around the world. Tushman was senior advisor to the Delta Consulting Group and past trustee of IBM Credit Corporation. Tushman is a founding director of Change Logic.
Professor Tushman has also served on the boards of many scholarly journals including Administrative Science Quarterly, Management Science, Academy of Management Journal, Academy of Management Review, Human Relations, Journal of Business Venturing, Journal of Product Innovation Management, Journal of Management Studies, Organizational Dynamics, and IEEE Transactions on Engineering Management. He has also served as chairperson of the Organization and Management Theory and the Technology and Innovation Management Divisions of the Academy of Management. Tushman was elected Fellow of the Academy of Management in 1996, and received the distinguished scholar awards in the Technology and Innovation Management (1999) and Organization Management and Theory (2003) Divisions of the Academy of Management as well as at INFORMS Technology Management Section (2010). His paper with Mary Benner won the Academy of Management Review’s best paper award in 2004. In 2010, his paper with Charles O'Reilly and Bruce Harreld won the Accenture Award from the California Management Review. In 2005, Tushman was named Lecturer of the Year at CHAMPS, Chalmers University of Technology (Sweden). In 2011 he received The Sumantra Ghoshal Award for Rigour & Relevance in the Study of Management from London Business School.
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Book
| 2004
Managing Strategic Innovation and Change: A Collection of Readings
Michael L. Tushman and Philip Anderson
Keywords: Management;
Innovation and Invention;
Change;
Information;
Strategy;
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Book
| 2002
Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal
Michael L. Tushman and Charles A. O'Reilly
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Book
| 1998
Competing by Design: The Power of Organizational Architectures
D. Nadler and Michael Tushman
Keywords: Organizational Design;
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Book
| 1998
Navigating Change: How CEO's, Top Teams and Boards Steer Transformation
D. Hambrick, D. Nadler and Michael Tushman
Keywords: Leading Change;
Innovation and Management;
Transformation;
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Book
| 1997
Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal
Michael Tushman and C. O'Reilly
Keywords: Leading Change;
Innovation and Management;
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Book
| 1997
Managing Strategic Innovation and Change: A Collection of Readings
Michael Tushman and P. Anderson
Keywords: Change Management;
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Book
| 1989
The Management of Organizations
Michael Tushman, C. O'Reilly and D. Nadler
Keywords: Organizations;
Management;
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Book
| 1988
Readings in the Management of Innovation
Michael Tushman and William L. Moore
Keywords: Innovation and Management;
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Book
| 1988
Strategic Organization Design
D. Nadler and Michael Tushman
Keywords: Organizational Design;
Strategy;
Citation: Nadler, D., and Michael Tushman. Strategic Organization Design. Glenview, IL: Scott, Foresman and Company, 1988.
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Book
| 1982
Readings in the Management of Innovation
Michael Tushman and William L. Moore
Keywords: Innovation and Management;
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Book
| 1980
Approaches to Managing Organizational Behavior: Models, Cases and Readings
D. Nadler, Michael Tushman and N. Hatvany
Keywords: Organizations;
Behavior;
Management;
Citation: Nadler, D., Michael Tushman, and N. Hatvany. Approaches to Managing Organizational Behavior: Models, Cases and Readings. Boston: Little, Brown and Company, 1980.
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Book
| 1974
Organizational Change: An Exploratory Study and Case History
Michael Tushman
Keywords: Organizational Change and Adaptation;
Cases;
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Article
| Journal of Organization Design
|
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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Article
| Strategic Management Journal
|
Meta-Organizational Design: Rethinking Design in Inter-Organizational and Community Contexts
Ranjay Gulati, Phanish Puranam and Michael Tushman
This paper 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 paper 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 the constraints they must address to be successful. We conclude with implications for research on meta-organizational design.
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Article
| Organization Science
|
Discretion Within Constraint: Homophily and Structure in a Formal Organization
Adam M. Kleinbaum, Toby E. Stuart and Michael Tushman
Homophily in social relations results from both individual preferences and selective opportunities for interaction, but how these two mechanisms interact in large, contemporary organizations is not well understood. We argue that organizational structures and geography delimit opportunities for interaction such that actors have a greater level of discretion to choose their interaction partners within business units, job functions, offices, and quasi-formal structures. This leads us to expect to find a higher proportion of homophilous interactions within these organizational structures than across their boundaries. We test our theory in an analysis of the rate of dyadic communication in an e-mail data set comprising thousands of employees in a large information technology firm. These findings have implications for research on homophily, gender relations in organizations, and formal and informal organizational structure.
Citation: Kleinbaum, Adam M., Toby E. Stuart, and Michael Tushman. "Discretion Within Constraint: Homophily and Structure in a Formal Organization." Organization Science (in press).
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Article
| Harvard Business Review
|
The Ambidextrous CEO
Michael L. Tushman, Wendy K. Smith and Andy Binns
Keywords: Management;
Citation: Tushman, Michael L., Wendy K. Smith, and Andy Binns. " The Ambidextrous CEO." Harvard Business Review 89, no. 6 (June 2011): 74–80.
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Journal Article
| California Management Review
|
Organizational Ambidexterity in Action: How Managers Explore and Exploit
Charles A. O'Reilly III and Michael L. Tushman
Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration of existing assets to overcome inertia and path dependence, is a core dynamic capability. While promising, research on dynamic capabilities and ambidexterity has not yet been able to specify the specific mechanisms through which senior managers are actually able to reallocate resources and reconfigure assets to simultaneously explore and exploit. Using interviews and qualitative case studies from thirteen organizations, this article explores the actions senior managers took to implement ambidextrous designs and identify which ones helped or hindered them in their attempts. A set of interrelated choices of organization design and senior team process determines which attempts to build ambidextrous organizations are successful.
Keywords: Decision Choices and Conditions;
Management Practices and Processes;
Resource Allocation;
Organizational Change and Adaptation;
Organizational Design;
Opportunities;
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Article
| Organizational Dynamics
|
Ambidextrous Leadership: Emerging Challenges for Business and HR Leaders
Gilbert Probst, Sebastian Raisch and Michael Tushman
Keywords: Leadership;
Problems and Challenges;
Human Resources;
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Journal Article
| Industrial and Corporate Change
|
Organizational Designs and Innovation Streams
Michael Tushman, Wendy K. Smith, Robert Chapman Wood, George Westerman and Charles A. O'Reilly III
This article empirically explores the relations between alternative organizational designs and a firm's ability to explore as well as exploit. We operationalize exploitation and exploration in terms of innovation streams—incremental innovation in existing products as well as architectural and/or discontinuous innovation. Based on in-depth, longitudinal data from 13 business units and 22 innovations, we describe the consequences of organization design choices on innovation outcomes as well as the ongoing performance of existing products. We find that ambidextrous organization designs are relatively more effective in executing innovation streams than functional, cross-functional, and spinout designs. Further, transitions to ambidextrous designs are associated with increased innovation outcomes, while shifts away from ambidextrous designs are associated with decreased innovation outcomes. We describe the nature of ambidextrous organizational designs—their characteristics, underlying processes, and boundary conditions. More broadly, we suggest that the locus of integration and degree of structural differentiation together affect a firm's ability to explore and exploit. We suggest that the senior team's ability to attend to and deal with contradictory internal architectures is a crucial determinant of a firm's ability to exploit in the short-term and explore over time.
Keywords: Competency and Skills;
Innovation and Invention;
Management Teams;
Product Development;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Design;
Outcome or Result;
Performance Improvement;
Citation: Tushman, Michael, Wendy K. Smith, Robert Chapman Wood, George Westerman, and Charles A. O'Reilly III. " Organizational Designs and Innovation Streams." Industrial and Corporate Change 19, no. 5 (October 2010): 1331–1366. (doi: 10.1093/icc/dtq040.)
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Article
| Long Range Planning
|
Complex Business Models: Managing Strategic Paradoxes Simultaneously
Wendy K. Smith, Andrew Binns and Michael Tushman
Keywords: Business Model;
Management;
Strategy;
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Journal Article
| Academy of Management Annals
|
Exploration and Exploitation within and across Organizations
Dovev Lavie, Uriel Stettner and Michael Tushman
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 definition of exploration and exploitation and their measurement, antecedents, and consequences. We critically review the growing literature on exploration and exploitation discuss various perspectives, raise conceptual and empirical concerns, underscore challenges for further development of this literature, and provide directions for future research.
Keywords: Learning;
Framework;
Innovation and Invention;
Knowledge Management;
Organizational Design;
Outcome or Result;
Alliances;
Behavior;
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Article
| M@n@gement
|
M@n@gement in Times of Economic Crisis: Insights Into Organizational Ambidexterity
Achim Schmitt, Gilbert Probst and Michael Tushman
Keywords: Management;
Financial Crisis;
Organizations;
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Article
| Organization Science
|
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Michael Tushman
Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues that are 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 ambidexterity arise internally or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.
Keywords: Change;
Innovation and Invention;
Business Processes;
Organizational Change and Adaptation;
Organizational Design;
Organizational Structure;
Research;
Integration;
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Article
| California Management Review
|
Organizational Ambidexterity: IBM and Emerging Business Opportunities
Charles A. O'Reilly III, J. Bruce Harreld and Michael L. Tushman
Keywords: Organizational Change and Adaptation;
Management Skills;
Competitive Advantage;
Leadership;
Theory;
Technology Industry;
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Journal Article
| Journal of Operations Management
|
Perspectives on the Productivity Dilemma
Paul S. Adler, Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael Tushman and Sidney G. Winter
For more than a century, operations researchers have recognized that organizations can increase efficiency by adhering strictly to proven process templates, thereby rendering operations more stable and predictable. For several decades, researchers have also recognized that these efficiency gains can impose heavy costs. The capabilities that enable consistent execution can also hinder learning and innovation, leaving organizations rigid and inflexible. By optimizing their processes for efficiency in the short term, organizations become brittle. In the “Productivity Dilemma”, Abernathy conjectured that short-term efficiency and long-term adaptability are inherently incompatible. Organization theorists have conceptualized Abernathy's dilemma as the challenge of balancing exploitation and exploration. Exploitation leverages existing knowledge and capabilities, resulting in stable and efficient performance. Exploration creates new knowledge, enabling organizations to innovate and adapt to changing conditions. Enduring organizational performance requires ambidexterity, the ability to sustain both exploration and exploitation. Various techniques have been proposed for achieving ambidexterity, such as differentiated exploratory subunits and meta-routines that modify underlying processes. Ambidexterity requires operational processes that combine high levels of efficiency with the flexibility to evolve and improve over time. Thus, the perspectives of operations management are essential to understanding the mechanics of ambidexterity. Moreover, theories of ambidexterity raise important questions for operations management. This article synthesizes several recent perspectives on the dynamics of ambidexterity and the productivity dilemma.
Keywords: Learning;
Innovation and Invention;
Knowledge Use and Leverage;
Operations;
Business Processes;
Organizational Change and Adaptation;
Performance Efficiency;
Performance Improvement;
Performance Productivity;
Adaptation;
Citation: Adler, Paul S., Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael Tushman, and Sidney G. Winter. " Perspectives on the Productivity Dilemma." Journal of Operations Management 27, no. 2 (April 2009): 99–113.
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Article
| Journal of Management Inquiry
|
Crossing Boundaries to Increase Relevance in Organizational Research
Jeffrey Polzer, Ranjay Gulati, Rakesh Khurana and Michael Tushman
Keywords: Organizations;
Research;
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Article
| Harvard Business Review
|
Managing Corporate Social Networks
Adam M. Kleinbaum and Michael L. Tushman
Keywords: Management;
Business Ventures;
Networks;
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Journal Article
| Research in Organizational Behavior
|
Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma
Charles O'Reilly and Michael Tushman
How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so, how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy, suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.
Keywords: Change Management;
Competency and Skills;
Innovation and Management;
Organizational Change and Adaptation;
Organizational Design;
Performance Efficiency;
Competitive Advantage;
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Article
| Strategic Entrepreneurship Journal
|
Building Bridges: The Social Structure of Interdependent Innovation
Adam M. Kleinbaum and Michael Tushman
Keywords: Society;
Innovation and Invention;
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Journal Article
| Academy of Management Learning & Education
|
Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research
Michael L. Tushman, Amy Fenollosa, Dan McGrath, Charles A. O'Reilly and Adam Michael Kleinbaum
As professional schools, business schools aspire to couple research rigor with managerial relevance. There has been, however, a concern that business schools are increasingly uncoupled from practice and that business school research lacks real world relevance. This relevance-rigor gap affects the quality of our teaching as well as the institutional legitimacy of our business schools. We argue that executive education is an underutilized context that can enhance the quality of faculty research as well as our impact on managerial practice. Using evaluation data from variations of a single executive education program, we find that action-learning programs significantly enhance both individual and organizational outcomes compared to traditional executive education formats. Action-learning programs also enhance our teaching and research efforts. Building on these results and experiences, we suggest that executive education in general, and action-learning in particular, are fertile contexts where business schools can bridge the relevance-rigor gap.
Keywords: Business Education;
Executive Education;
Learning;
Teaching;
Management;
Practice;
Research;
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Article
| Academy of Management Journal
|
Research and Relevance: Implications of Pasteur's Quadrant for Doctoral Programs and Faculty Development
Michael Tushman and Charles A. OReilly III
Keywords: Research;
Education;
Growth and Development;
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Article
| Journal of Management Inquiry
|
On the Co-Evolution of Knowing and Doing: A Personal Perspective on the Synergies between Research and Practice
Michael L. Tushman
Keywords: Knowledge;
Perspective;
Research;
Practice;
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Article
| California Management Review
|
Dynamic Capabilities at IBM: Driving Strategy into Action
J. Bruce Harreld, Charles A. OReilly III and Michael L. Tushman
Keywords: Strategy;
Technology;
Manufacturing Industry;
Consumer Products Industry;
Computer Industry;
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Article
| Organization Science
|
Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams
W. Smith and M. Tushman
Keywords: Management;
Strategy;
Innovation and Invention;
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Article
| IEEE Transactions on Engineering Management
|
From Engineering Management/R&D Management, to the Management of Innovation, to Exploiting and Exploring over Value Nets: 50 Years of Research Initiated by IEEE-TEM
Michael L. Tushman
Keywords: Engineering;
Management;
Research and Development;
Innovation and Invention;
Value;
Research;
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Article
| Harvard Business Review
|
The Ambidextrous Organization
Charles A. O'Reilly III and Michael L. Tushman
Keywords: Organizations;
Citation: O'Reilly, Charles A., III, and Michael L. Tushman. " The Ambidextrous Organization." Harvard Business Review 82, no. 4 (April 2004): 74–81.
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Article
| Academy of Management Review
|
Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited
Mary J. Benner and Michael L. Tushman
Keywords: Management;
Problems and Challenges;
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Article
| Administrative Science Quarterly
|
Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries
Mary J. Benner and Michael Tushman
Keywords: Management;
Technology;
Innovation and Invention;
Arts;
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Article
| Management Science
|
A Structural Approach to Assessing Innovation: Construct Development of Innovation Locus, Type and Characteristics
Hubert Gatignon, Michael L. Tushman, Wendy Smith and Philip Anderson
Keywords: Growth and Development;
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Article
| Academy of Management Review
|
Introduction to Special Topic Forum on Time and Organizational Research
D. Ancona, P. Goodman, B. Lawrence and M. Tushman
Keywords: Organizations;
Research;
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Article
| Academy of Management Review
|
Time: A New Research Lens
D. Ancona, P. Goodman, B. Lawrence and M. Tushman
Keywords: Research;
Citation: Ancona, D., P. Goodman, B. Lawrence, and M. Tushman. " Time: A New Research Lens." Academy of Management Review 26, no. 4 (October 2001): 645–663.
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Article
| Industrial and Corporate Change
|
Organizational Environments and Industry Exit: The Effects of Uncertainty, Munificence and Complexity
Philip Anderson and Michael Tushman
Keywords: Organizations;
Risk and Uncertainty;
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Article
| Organizational Dynamics
|
The Organization of the Future: Principles of Design for the 21st Century
D. Nadler and Michael Tushman
Keywords: Design;
Organizations;
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Article
| Industrial and Corporate Change
|
The Coevolution of Community Networks and Technology: Lessons From the Flight Simulation Industry
L. Rosenkopf and Michael Tushman
Keywords: Networks;
Technology;
Learning;
Aerospace Industry;
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Article
| Research in Organizational Behavior
|
Dominant Designs, Innovation Types and Organizational Outcomes
Michael Tushman and P. Murmann
Keywords: Design;
Innovation and Invention;
Outcome or Result;
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Article
| California Management Review
|
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
Michael Tushman and C. O'Reilly
Keywords: Management;
Change;
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Article
| Management Science
|
Executive Succession, Strategic Reorientation and Performance Growth: A Longitudinal Study in the U.S. Cement Industry in Stable Environments
Michael Tushman and L. Rosenkopf
Keywords: Management;
Strategy;
Performance;
Growth and Development;
Information;
Balance and Stability;
Construction Industry;
United States;
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Article
| Management Science
|
The Influence of Supervisory Promotion and Network Location on Subordinate Careers in a Dual Ladder RD&E Setting
R. Katz, Michael Tushman and T. Allen
Keywords: Human Resources;
Personal Development and Career;
Research and Development;
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Article
| Academy of Management Journal
|
Organization Transformation as Punctuated Equilibrium: An Empirical Test
Michael Tushman and E. Romanelli
Keywords: Organizations;
Transformation;
Information;
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Article
| Academy of Management Journal
|
Environmental and Organization Context and Executive Team Characteristics
S. Keck and Michael Tushman
Keywords: Groups and Teams;
Demographics;
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Article
| Organization Science
|
Executive Succession and Organization Outcomes in Turbulent Environments: An Organizational Learning Approach
Michael Tushman, B. Virany and E. Romanelli
Keywords: Outcome or Result;
Organizations;
Learning;
Management;
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Journal Article
| Journal of High Technology Management Research
|
Exploring the Dynamics of Dual Ladders: A Longitudinal Study
M. Tushman and R. Katz
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Article
| Strategic Management Journal
|
The Role of Executive Team Actions in Shaping Dominant Designs: Towards Shaping Technological Progress
R. McGrath, Ian MacMillan and M. Tushman
Keywords: Groups and Teams;
Design;
Technology;
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Article
| Research in Organizational Behavior
|
On the Organizational Determinants of Technological Change: Towards a Sociology of Technological Evolution
L. Rosenkopf and M. Tushman
Keywords: Organizations;
Change;
Technology;
Society;
Science;
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Article
| Research Technology Management
|
Managing through Cycles of Technological Change
Phil Anderson and Michael Tushman
Keywords: Management;
Technology;
Change;
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Article
| California Management Review
|
Beyond the Charismatic Leader: Leadership and Organizational Change
D. Nadler and Michael Tushman
Keywords: Leadership;
Organizations;
Change;
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Article
| Administrative Science Quarterly
|
Technology, Organizations and Innovation: An Introduction
Michael Tushman and R. Nelson
Keywords: Technology;
Organizations;
Innovation and Invention;
Information;
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Article
| Administrative Science Quarterly
|
Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change
P. Anderson and Michael Tushman
Keywords: Technology;
Design;
Change;
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Article
| Academy of Management Executive
|
Organizational Frame-Bending: Principles for Managing Reorientations
D. Nadler and Michael Tushman
Keywords: Organizations;
Management;
Governing Rules, Regulations, and Reforms;
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Article
| Journal of Business Venturing
|
Top Management Teams and Corporate Success in an Emerging Industry
Michael Tushman and B. Virany
Keywords: Management;
Groups and Teams;
Success;
Supply and Industry;
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Article
| Administrative Science Quarterly
|
Technological Discontinuities and Organizational Environments
Michael Tushman and Philip Anderson
Keywords: Technology;
Organizations;
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Article
| California Management Review
|
Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution
M. Tushman, W. Newman and E. Romanelli
Keywords: Management;
Organizations;
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Article
| Management Science
|
Inertia, Environments and Strategic Choice: Quasi-Experimental Designs for Comparative Research
E. Romanelli and Michael Tushman
Keywords: Strategy;
Decision Choices and Conditions;
Design;
Research;
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Article
| California Management Review
|
Organizing for Innovation
Michael Tushman and D. Nadler
Keywords: Innovation and Invention;
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Article
| Technology in Society
|
Executive Succession, Strategic Reorientation and Organization Evolution
Michael Tushman, B. Virany and E. Romanelli
Keywords: Management Succession;
Strategy;
Organizations;
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Article
| Research in Organizational Behavior
|
Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation
M. Tushman and E. Romanelli
Keywords: Organizations;
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Article
| Academy of Management Journal
|
A Longitudinal Study of the Effects of Boundary Spanning Supervision on Turnover and Promotion in Research and Development
Michael Tushman and R. Katz
Keywords: Human Resources;
Research and Development;
Information;
Management;
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Article
| Management Science
|
Uncertainty, Social Location and Influence in Decision Making: A Sociometric Analysis
Michael Tushman and E. Romanelli
Keywords: Decision Making;
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Article
| R & D Management
|
Managerial Roles and Career Paths of Gatekeepers and Project Supervisors
R. Katz and Michael Tushman
Keywords: Management;
Personal Development and Career;
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Journal Article
| Chemtech
|
Does Gatekeeping Make a Difference?
M. Tushman and R. Katz
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Article
| Academy of Management Journal
|
Boundary Spanning Individuals: Their Role in Information Transfer and Their Antecedents
Michael Tushman and T. Scanlan
Keywords: Communication;
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Journal Article
| Academy of Management Journal
|
Characteristics and External Orientation of Boundary Spanning Individuals
Michael Tushman and Thomas Scanlan
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Article
| Organizational Dynamics
|
A Model for Diagnosing Organizational Behavior
D. Nadler and Michael Tushman
Keywords: Organizations;
Behavior;
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Article
| IEEE Transactions on Engineering Management
|
R&D Performance as a Function of Internal Communication, Project Management, and the Nature of the Work
Thomas J. Allen, Denis M.S. Lee and Michael Tushman
Keywords: Research and Development;
Performance;
Communication;
Projects;
Management;
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Article
| Management Science
|
External Communication and Project Performance: An Investigation Into the Role of Gatekeepers
Michael Tushman and R. Katz
Keywords: Communication;
Performance;
Information;
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Article
| Management Science
|
Communication and Technical Roles in R&D Laboratories: An Information Processing Approach
M. Tushman and D. Nadler
Keywords: Communication;
Technology;
Research and Development;
Information;
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Article
| MIT Sloan Management Review
|
Managing Communication Networks in Research and Development Laboratories
Michael Tushman
Keywords: Research and Development;
Communication;
Management;
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Article
| Academy of Management Review
|
Social Network Analysis for Organizations
N. Tichy, Michael Tushman and C. Fombrum
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Article
| Academy of Management Journal
|
Impacts of Perceived Environmental Variability of Patterns of Work-Related Communication
Michael Tushman
Keywords: Communication;
Perception;
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Article
| Organizational Behavior and Human Performance
|
Communication Patterns, Project Performance, and Task Characteristics: An Empirical Evaluation and Integration in an R&D Setting
Ralph Katz and Michael Tushman
Keywords: Communication;
Projects;
Performance;
Information;
Integration;
Research and Development;
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Article
| Administrative Science Quarterly
|
Determinants of Subunit Communication Structure: A Contingency Analysis
Michael Tushman
Keywords: Communication;
Theory;
-
Article
| Academy of Management Journal
|
Modes of Technology Transfer as a Function of Position in the Research-Development-Technical Service Spectrum
Michael Tushman and T. J. Allen
Keywords: Technology;
Communication;
Research and Development;
-
Article
| Academy of Management Journal
|
Technical Communication in R&D Laboratories: Impacts of Project Work Characteristics
Michael Tushman
Keywords: Technology;
Communication;
Research and Development;
Projects;
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Article
| Academy of Management Review
|
Information Processing as an Integrating Concept in Organization Design
Michael Tushman and D. Nadler
Keywords: Organizations;
Design;
Integration;
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Article
| Academy of Management Review
|
A Political Approach to Organizations: A Review and Rationale
Michael Tushman
Keywords: Organizations;
Planning;
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Article
| Administrative Science Quarterly
|
Special Boundary Roles in the Innovation Process
Michael Tushman
Keywords: Innovation and Invention;
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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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Chapter
| Handbook on Positive Organizational Psychology
| Forthcoming
Organizational Sustainability: Organization Design and Senior Leadership to Enable Strategic Paradox
W. Smith, Maryanne Lewis and Michael Tushman
Keywords: Organizational Design;
Management Teams;
Strategy;
Citation: Smith, W., Maryanne Lewis, and Michael Tushman. "Organizational Sustainability: Organization Design and Senior Leadership to Enable Strategic Paradox." Chap. 61 in Handbook on Positive Organizational Psychology, edited by K. Cameron, and G. Spreitzer, 798–810. Oxford University Press, 2011.
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Chapter
| Useful Research: Advancing Theory and Practice
| 2011
On Knowing and Doing: A Perspective on the Synergies between Research and Practice
Michael Tushman
The current rigor/relevance debate is a central strategic issue for business schools and their faculty. I argue that ongoing relationships with firms, rooted on the joint acknowledgement of the importance of faculty research by firms and respect for practice by faculty, increase the quality and impact of faculty research. With roles and boundaries clear, such ongoing relationships with firms, particularly those rooted in executive education venues, increase the insightfulness of our research questions and the quality of our data. Such relationships also benefit doctoral training. Further, to the extent that these relationships help faculty translate our field’s research into practice, we are able to live into our institutions' promise to shape managerial practice. These engaged relationships with firms help faculty and their business schools excel in both rigor as well as relevance. This paper provides a personal example of these synergistic relationships and discusses boundary issues associated with these faculty/firm collaborations. Executive education in general, and custom programs in particular, may be an underleveraged vehicle in reducing the rigor/relevance gap between business schools and the world of practice.
Keywords: Business Ventures;
Business Education;
Executive Education;
Practice;
Relationships;
Research;
Citation: Tushman, Michael. "On Knowing and Doing: A Perspective on the Synergies between Research and Practice." In Useful Research: Advancing Theory and Practice, edited by Susan Albers Mohrman, and Edward E. Lawler III. Berrett-Koehler Publishers, 2011.
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Chapter
| Business Process Transformation
| 2007
Process Management, Technological Innovation, and Organizational Adaptation
Mary Benner and M. Tushman
The promise of process management practices is that as organizations focus on variance reduction and increased process control, they will drive both speed and organizational efficiency. However, this promise also accentuates the dark side of process management. These practices will increasingly favor exploitative innovations at the expense of exploratory innovations. This inertia works to impede major change and transforms core competencies to core rigidities. Managers must exercise caution against considerable institutional pressures pushing process management activities. They need to adopt a more nuanced approach to creating organizations that can celebrate both variance reduction in the service of exploitation and variance creation in the service of exploration. This can be achieved by adopting an ambidextrous organizational design.
Keywords: Competency and Skills;
Innovation and Management;
Technological Innovation;
Management Practices and Processes;
Business Processes;
Organizational Change and Adaptation;
Organizational Design;
Citation: Benner, Mary, and M. Tushman. "Process Management, Technological Innovation, and Organizational Adaptation." Chap. 15 in Business Process Transformation, edited by Varun Grover, and M. Lynne Markus, 317–326. Advances in Management Information Systems. Irvine, CA: M.E. Sharpe, 2007.
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Comment
| Managing in the Modular Age: Architectures, Networks, and Organizations
| 2002
Commentary on Chapter 10: 'Dominant Designs, Technology Cycles, and Organizational Outcomes'
George Westerman and Michael L. Tushman
Keywords: Organizational Design;
Technology;
Organizational Change and Adaptation;
Outcome or Result;
Citation: Westerman, George, and Michael L. Tushman. Comment on "Commentary on Chapter 10: 'Dominant Designs, Technology Cycles, and Organizational Outcomes'." Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois, 348–361. Blackwell Publishing, 2002.
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Chapter
| Managing in the Modular Age: Architectures, Networks, and Organizations
| 2002
Dominant Designs, Technology Cycles, and Organizational Outcomes
Michael L. Tushman and Johann Peter Murmann
Keywords: Organizational Design;
Technology;
Outcome or Result;
Citation: Tushman, Michael L., and Johann Peter Murmann. "Dominant Designs, Technology Cycles, and Organizational Outcomes." Chap. 10 in Managing in the Modular Age: Architectures, Networks, and Organizations, edited by Raghu Garud, Arun Kumaraswamy, and Richard Langlois, 316–348. Blackwell Publishing, 2002.
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Chapter
| Blackwell Companion to Organizations
| 2002
Organizational Technology: Technological Change, Ambidextrous Organizations and Organizational Evolution
M. Tushman and W. Smith
Keywords: Organizational Change and Adaptation;
Organizational Design;
Technological Innovation;
Citation: Tushman, M., and W. Smith. "Organizational Technology: Technological Change, Ambidextrous Organizations and Organizational Evolution." Chap. 17 in Blackwell Companion to Organizations, edited by J.A.C. Baum, 386–414. Boston: Blackwell Publishers, 2002.
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Chapter
| The Entrepreneurship Dynamic: The Origins of Entrepreneurship and Its Role in Industry Evolution
| 2001
From the Technology Cycle to the Entrepreneurship Dynamic: Placing Dominant Designs in Social Context
J. Murmann and M. Tushman
Keywords: Entrepreneurship;
Technology;
Organizational Design;
Citation: Murmann, J., and M. Tushman. "From the Technology Cycle to the Entrepreneurship Dynamic: Placing Dominant Designs in Social Context." In The Entrepreneurship Dynamic: The Origins of Entrepreneurship and Its Role in Industry Evolution. Edited by K. Schoonhoven, and E. Romanelli, 178–203. Stanford University Press, 2001.
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Chapter
| Managing Strategic Innovation and Change
| 1997
Technology Cycles, Innovation Streams and Ambidextrous Organizations
P. Anderson, M. Tushman and C. O'Reilly
Keywords: Innovation and Invention;
Technology;
Organizational Change and Adaptation;
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Chapter
| Discontinuous Change
| 1995
Types of Organization Change: From Incremental Improvements to Discontinuous Transformation
M. Tushman
Keywords: Organizational Change and Adaptation;
Performance Improvement;
Transformation;
Citation: Tushman, M. "Types of Organization Change: From Incremental Improvements to Discontinuous Transformation." In Discontinuous Change, edited by E. Walton, D. Nadler, and R. Shaw. San Francisco: Jossey-Bass, 1995.
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Chapter
| Organization Architecture
| 1992
Designing Organizations that Have Good Fit: A Framework for Understanding New Architectures
M. Tushman and D. Nadler
Keywords: Organizational Design;
Citation: Tushman, M., and D. Nadler. "Designing Organizations that Have Good Fit: A Framework for Understanding New Architectures." In Organization Architecture, edited by M. Gerstein, D. Nadler, and R. Shaw. San Francisco: Jossey-Bass, 1992.
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Chapter
| Large Scale Organization Change
| 1989
Leadership and Organization Change: Beyond the Magic Leader
M. Tushman
Keywords: Leading Change;
Organizational Change and Adaptation;
Citation: Tushman, M. "Leadership and Organization Change: Beyond the Magic Leader." In Large Scale Organization Change, edited by A. Mohram. San Francisco: Jossey-Bass, 1989.
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Chapter
| Corporate Transformation
| 1988
Executive Leadership and Organization Evolution: Managing Incremental and Discontinuous Change
M. Tushman
Keywords: Management Teams;
Change Management;
Organizational Change and Adaptation;
Fluctuation;
Citation: Tushman, M. "Executive Leadership and Organization Evolution: Managing Incremental and Discontinuous Change." In Corporate Transformation, edited by T. Covin, and R. Kilman. San Francisco: Jossey-Bass, 1988.
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Chapter
| The Executive Effect: Research in Executive Leadership
| 1988
Executive Leadership and Organizational Outcomes: An Evolutionary Perspective
M. Tushman
Keywords: Management Teams;
Leadership;
Outcome or Result;
Organizational Design;
Organizational Change and Adaptation;
Citation: Tushman, M. "Executive Leadership and Organizational Outcomes: An Evolutionary Perspective." In The Executive Effect: Research in Executive Leadership, edited by D. Hambrick. Greenwich, CT: JAI Press, 1988.
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Chapter
| Reading in the Management of Innovation
| 1982
Managing Innovation Over the Product Life Cycle
M. Tushman
Keywords: History;
Innovation and Management;
Citation: Tushman, M. "Managing Innovation Over the Product Life Cycle." In Reading in the Management of Innovation, edited by W. Moore, and M. Tushman. Marshfield, MA: Pitman Publishing, 1982.
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Chapter
| Organizations and Management
| 1980
Information Processing as an Integrating Concept in Organizational Design
Michael Tushman
Keywords: Organizational Design;
Knowledge Use and Leverage;
Citation: Tushman, Michael. "Information Processing as an Integrating Concept in Organizational Design." In Organizations and Management, edited by D. Fisher. Reading, MA: Addison-Wesley Publishing Company, 1980.
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Chapter
| Resource Book on Macro Organizational Behavior
| 1980
Implications of Political Models of Organizations
M. Tushman and D. Nadler
Keywords: Government and Politics;
Organizations;
Citation: Tushman, M., and D. Nadler. "Implications of Political Models of Organizations." In Resource Book on Macro Organizational Behavior, edited by R. H. Miles. Goodyear Publishing Co., 1980.
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Chapter
| Organizational Assessment: Perspectives on the Measurement of Organizational Behavior and the Quality of Working Life
| 1980
Network Analysis on Organization
Michael Tushman
Keywords: Organizational Design;
Networks;
Mathematical Methods;
Citation: Tushman, Michael. "Network Analysis on Organization." In Organizational Assessment: Perspectives on the Measurement of Organizational Behavior and the Quality of Working Life, edited by Edward Lawler. New York: John Wiley & Sons, 1980.
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Chapter
| Perspectives on Behavior in Organizations
| 1977
A Diagnostic Model for Organizational Behavior
D. Nadler and M. Tushman
Keywords: Mathematical Methods;
Organizational Design;
Organizational Structure;
Behavior;
Citation: Nadler, D., and M. Tushman. "A Diagnostic Model for Organizational Behavior." In Perspectives on Behavior in Organizations, edited by Richard J. Hackman, Edward E. Lawler, Lyman W. Porter, and Patricia S. Nave. New York: McGraw-Hill, 1977.
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Working Paper
| HBS Working Paper Series
| 2011
Discretion Within the Constraints of Opportunity: Gender Homophily and Structure in a Formal Organization
Adam M. Kleinbaum, Toby E. Stuart and Michael L. Tushman
Homophily in social relations is widely documented. We know that homophily results from both individual preferences and uneven opportunities for interaction, but how these two mechanisms interact in formal organizations is not well understood. We argue that organizational structures and geography delimit opportunities for interaction, but that within the opportunity sets created by business units, job functions, and offices, actors have a greater level of discretion to choose their interaction partners. Therefore, we expect to observe more homophilous interactions within these structures than across their boundaries. We test this argument using a dataset consisting of millions of e-mails exchanged among thousands of employees in a large information technology firm. We find significant interaction effects between being of the same sex and being in the same business unit or same office on dyadic communication rates, though not with same job function. In an extension, we find that men's communication patterns are consistent with this theory, but that women communicate differently: relative to male-male and male-female pairings, female-female interactions are much more likely to occur across organizational boundaries. These findings have implications for research on homophily, gender, and formal and informal structure in organizations.
Keywords: Interactive Communication;
Data and Data Sets;
Organizational Structure;
Partners and Partnerships;
Behavior;
Online Technology;
Theory;
Information Technology Industry;
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Working Paper
| HBS Working Paper Series
| 2011
Embracing Paradox
Michael Tushman, Wendy K. Smith and Andy Binns
Trying to resolve the paradox between innovation and the core business only weakens the CEO and dooms the company. Exceptional leaders embrace tensions associated with exploiting prior strategies even as they explore into the future.
Keywords: Cash Flow;
Innovation Strategy;
Leadership;
Management Teams;
Resource Allocation;
Conflict of Interests;
Business Strategy;
Citation: Tushman, Michael, Wendy K. Smith, and Andy Binns. " Embracing Paradox." Harvard Business School Working Paper, No. 11–110, April 2011.
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Working Paper
| HBS Working Paper Series
| 2008
Communication (and Coordination?) in a Modern, Complex Organization
Adam M. Kleinbaum, Toby E. Stuart and Michael L. Tushman
This is a descriptive study of the structure of communications in a modern organization. We analyze a dataset with millions of electronic mail messages, calendar meetings and teleconferences for many thousands of employees of a single, multidivisional firm during a three-month period in calendar 2006. The basic question we explore asks, what is the role of observable (to us) boundaries between individuals in structuring communications inside the firm? We measure three general types of boundaries: organizational boundaries (strategic business unit and function memberships), spatial boundaries (office locations and inter-office distances), and social categories (gender, tenure within the firm). In dyad-level models of the probability that pairs of individuals communicate, we find very large effects of formal organization structure and spatial collocation on the rate of communication. Homophily effects based on sociodemographic categories are much weaker. In individual-level regressions of engagement in category-spanning communication patterns, we find that women, mid- to high-level executives, and members of the executive management, sales and marketing functions are most likely to participate in cross-group communications. In effect, these individuals bridge the lacunae between distant groups in the company's social structure.
Keywords: Business Conglomerates;
Interpersonal Communication;
Organizational Structure;
Social Issues;
Boundaries;
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Working Paper
| HBS Working Paper Series
| 2008
Wellsprings of Creation: How Perturbation Sustains Exploration in Mature Organizations
David James Brunner, Bradley R. Staats, Michael L. Tushman and David M. Upton
Organizations struggle to balance simultaneous imperatives to exploit and explore, yet theorists differ as to whether exploitation undermines or enhances exploration. The debate reflects a gap: the missing mechanism by which organizations break free of old routines and discover new ones. We propose that the missing link is perturbation: novel stimuli that disrupt the execution of specialized routines. Perturbation creates opportunities for organizations to invoke exploratory, general-purpose problem-solving routines. In mature organizations, perturbations become increasingly scarce to the point that exploration is stifled and inertia sets in. We suggest that mature organizations can sustain exploration by deliberately inducing perturbations in their own processes. Our theory yields testable hypotheses about the relationships between exploitation, perturbation, and exploration. We provide illustrations from The Toyota Motor Company to show how deliberate perturbation enables efficient exploration in the midst of intense exploitation.
Keywords: Disruption;
Innovation and Management;
Business Processes;
Opportunities;
Creativity;
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Case
| HBS Case Collection
|
2012
Perfect Storm over Zurich Airport (A) (Abridged)
Michael L. Tushman and Carin-Isabel Knoop
Josef Felder, CEO of Zurich Airport, faces several crises as he tries to transform the Airport from a slow-moving, conflict-ridden, government-owned entity into a privatized, world-class airport.
Keywords: Change Management;
Transformation;
Leading Change;
Crisis Management;
Organizational Change and Adaptation;
State Ownership;
Privatization;
Air Transportation Industry;
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Case
| HBS Case Collection
|
2012
(Revised from original 2001 version)
Compagnie Lyonnaise de Transport (A)
Michael L. Tushman and Michael J. Roberts
Describes the issues surrounding the funding of a centralized research service that supports two related divisions. The company has a very decentralized and financially driven culture, and the centralized service is used unequally, setting up a conflict.
Keywords: Business Divisions;
Organizational Culture;
Relationships;
Conflict Management;
Organizational Culture;
Balance and Stability;
Transportation Industry;
France;
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Case
| HBS Case Collection
|
2012
Quietly Brilliant: Transformational Change at HTC
Michael L. Tushman and Kerry Herman
The case examines smartphone maker HTC's 2006 decision to become a branded company. The case focuses on the cultural and organizational shifts HTC underwent to successfully make the transition from an ODM, founded in 1997, to a leading branded manufacturer (7% market share of smartphones in 2010), with the adoption of the tagline: "Quietly Brilliant." Significant challenges considered in the case include: transitioning HTC from a Taiwanese to a global firm, developing and maintaining a functioning global structure, building a sales and marketing force, and finding the right cultural balance between eastern and western capabilities.
Keywords: Globalized Firms and Management;
Organizational Structure;
Cross-Cultural and Cross-Border Issues;
Telecommunications Industry;
Taiwan;
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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;
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Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Ganesh Natarajan: Leading Innovation and Organizational Change at Zensar (A)
Michael Tushman and David Kiron
In 2005, Ganesh Natarajan, CEO of Zensar, a Pune, India-based software company, and his senior management team are considering consolidating staff and resources at the firms. Natarajan proposes an additional, possible controversial business unit to the proposed new structure. The additional unit would explore new markets for the firm's promising innvocation00Solution BluePrint (SBP). While he knew that some on his team would resist his proposal, he was eager to get the new technology into the field, and felt he had the right manager to lead the proposed group. Natarajan felt sure a group dedicated to SBP led by one of the firm's most respected technologists would help spur adoption.
Keywords: Change Management;
Technological Innovation;
Leading Change;
Product Launch;
Organizational Change and Adaptation;
Organizational Structure;
Information Technology Industry;
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Supplement
| HBS Case Collection
|
2011
Ganesh Natarajan: Leading Innovation and Organizational Change at Zensar (B)
Michael Tushman and David Kiron
After Proposing a fourth business unit to help grow the market for zensar's innovative technology, to be led by Dilip Ittyera, CEO Natarajan adopted a new organizational structure focused on industry verticals.
Keywords: Growth and Development;
Innovation Leadership;
Organizational Change and Adaptation;
Organizational Structure;
Information Technology Industry;
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Case
| HBS Case Collection
|
2012
(Revised from original 2000 version)
SMA: Micro-Electronic Products Division (A)
Michael Beer and Michael L. Tushman
The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. A rewritten version of an earlier case.
Keywords: Change Management;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
Conflict and Resolution;
Business Strategy;
-
Supplement
| HBS Case Collection
|
2012
(Revised from original 2000 version)
SMA: Micro-Electronic Products Division (B)
Michael Beer and Michael L. Tushman
Focuses on the recommendations and implementation strategy suggested by the organizational development group for the division's problems. A rewritten version of an earlier case.
Keywords: Change Management;
Organizational Culture;
Conflict Management;
Corporate Strategy;
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Supplement
| HBS Case Collection
|
2012
(Revised from original 2000 version)
SMA: Micro-Electronic Products Division (C)
Michael Beer and Michael L. Tushman
Supplements the (B) case. A rewritten version of an earlier supplement.
Keywords: Electronics Industry;
Switzerland;
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Case
| HBS Case Collection
|
2011
(Revised from original 2000 version)
Greeley Hard Copy, Portable Scanner Initiative (A)
Michael L. Tushman and Daniel Radov
Hewlett-Packard's Greeley Hard Copy Division is the market leader in the production of desktop flatbed scanners for personal computers. The division has been working to develop a portable scanner product for the past five years with mixed results. The new general manager, Phil Faraci, faces mounting pressures in the flatbed scanner markets, but is also presented with a new technology that has the potential to be a breakthrough for portable scanners. Faraci must decide whether or not to pursue the new portable technology, and if so, how to structure the organization to make product development successful where it has failed in the past.
Keywords: Technological Innovation;
Leading Change;
Product Development;
Organizational Structure;
Hardware;
Technology Industry;
-
Supplement
| HBS Case Collection
|
2011
(Revised from original 2000 version)
Greeley Hard Copy, Portable Scanner Initiative (B)
Michael L. Tushman and Daniel Radov
Supplements the (A) case.
Keywords: Production;
Product Development;
Hardware;
Business Divisions;
Organizational Structure;
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Case
| HBS Case Collection
|
2011
(Revised from original 2000 version)
Greeley Hard Copy, Portable Scanner Initiative (C)
Michael L. Tushman and Daniel Radov
Supplements the (A) case.
Keywords: Computer Industry;
Information Technology Industry;
-
Supplement
| HBS Case Collection
|
2012
(Revised from original 2001 version)
Compagnie Lyonnaise de Transport (B)
Michael J. Roberts and Michael L. Tushman
Supplements the (A) case. A rewritten version of an earlier supplement.
Keywords: Transportation Industry;
France;
Citation: Roberts, Michael J., and Michael L. Tushman. " Compagnie Lyonnaise de Transport (B)." Harvard Business School Supplement 401-041, May 2012. (Revised from original May 2001 version.)
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2005 version)
Arctic Timber AB: Engineered Woods Division (C)
Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case.
Keywords: Forest Products Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2005 version)
Arctic Timber AB: Engineered Woods Division (A)
Michael L. Tushman, David Kiron and Wendy Smith
Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's dilemmas in shaping both his team and larger organization to initiate both incremental as well as radical innovation.
Keywords: Change Management;
Innovation and Management;
Innovation Strategy;
Leadership;
Management Teams;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
-
Supplement
| HBS Case Collection
|
2011
(Revised from original 2005 version)
Arctic Timber AB: Engineered Woods Division (B)
Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case.
Keywords: Forest Products Industry;
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Case
| HBS Case Collection
|
2010
Leadership, Culture, and Transition at lululemon
Michael Tushman, Ruth Page and Tom Ryder
The case examines leadership and organizational change within a strong culture context through a multimedia study of lululemon, a specialty retailer of high-end athletic apparel. Video segments trace the company's history from its founding in 1998 as a single retail store in Vancouver, Canada, through its IPO and expansion across Canada and the United States. The case is set at a crossroads for the company, as incoming CEO Christine Day prepares to take the helm in mid 2008. At that time, lululemon was publicly traded $350 million company with close to 100 stores, including 56 in the United States, and nearly 3,000 employees. the mission from the board was to continue the company's growth trajectory by opening more stores and, ultimately, increasing sales to $1 billion. Among the challenges that Day would inherit were outperforming stores. According to Day, mismanagement of the real estate strategy had resulted in high-cost locations in many new U.S. markets with little to no demand. Lululemon was struggling to implement new inventory systems to keep pace with the demands of its expanding marketplace. Day also observed that cross-functional barriers had eroded the sense of teamwork within what was originally a strong values-led organization, resulting in an inability to achieve compromise. "The whole organization slowed down." said Day, "because people weren't aligned. "Leadership, Culture, and Transition at Lululemon" highlights the fundamental tensions that entrepreneurial companies and their leaders face when going to scale: balancing rapid growth and the need to leverage their organization architecture (and associated cultures) as the firm evolves.
Keywords: Leading Change;
Organizational Culture;
Organizational Change and Adaptation;
Change Management;
Transition;
Growth Management;
Management Teams;
Organizational Structure;
Governing and Advisory Boards;
Apparel and Accessories Industry;
Retail Industry;
Vancouver;
United States;
-
Teaching Note
| HBS Case Collection
|
2010
Leadership, Culture, and Transition at lululemon (TN)
Michael L. Tushman and David Kiron
Teaching Note for 410705.
Keywords: Vancouver;
Canada;
United States;
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Case
| HBS Case Collection
|
2010
(Revised from original 2008 version)
Hema Hattangady and Conzerv (A)
Michael L. Tushman and David Kiron
This case describes the evolution of a fast-growing Indian energy firm. It illustrates both leadership change as Hema is evolving as a leader, as well as how organization architecture (culture, systems, incentives, and human resources) is evolving. The case highlights a set of decisions Hema makes to build the firm.
Keywords: Change;
Decision Choices and Conditions;
Leadership Development;
Organizational Change and Adaptation;
Organizational Culture;
Organizational Structure;
Energy Industry;
India;
Citation: Tushman, Michael L., and David Kiron. " Hema Hattangady and Conzerv (A)." Harvard Business School Case 409-022, December 2010. (Revised from original December 2008 version.)
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
GE Money Bank: The M-Budget Card Initiative
Michael L. Tushman, Sebastian Raisch and Christian Welling
The M-Budget Card case study is about mastering the challenges of an exploratory strategic initiative in a context marked by time pressure and frequent change. M-Budget was the first of a series of highly successful projects that established GE Money Bank as a leader in the Swiss credit card market. The business concept was to cooperate with the country's leading retailer MIGROS to develop an innovative credit card offering, the M-Budget card. The M-Budget card was launched a mere six months later and was an immediate success. The demand for the card exceeded expectations by far and the bank was inundated by more than 100,000 applications in the first weeks. The road to the successful market launch, however, was a rocky one and the team around Pierre had to master numerous challenges. Pierre, who took the lead in the initiative, had to select the right people to compose a team that had all the expertise and knowledge required to develop an entirely new market offering. A competitive move by the second largest retailer COOP forced the team to change its initial value proposition while working under intensive time pressure. Finally, the team had to overcome a series of operational problems after the initial market launch. The case study retraces the initiative's development over time and describes the leadership and organizational challenges faced by the team on its way to the successful creation of an entirely new business segment.
Keywords: Corporate Entrepreneurship;
Credit Cards;
Leading Change;
Product Launch;
Product Development;
Groups and Teams;
Banking Industry;
Switzerland;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2010 version)
Hema Hattangady and Conzerv (B)
Michael L. Tushman and David Kiron
Citation: Tushman, Michael L., and David Kiron. " Hema Hattangady and Conzerv (B)." Harvard Business School Supplement 411-012, December 2010. (Revised from original July 2010 version.)
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Teaching Note
| HBS Case Collection
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2010
Hema Hattangady and Conzerv (TN) (A) & (B)
Michael L. Tushman and David Kiron
Teaching Note for 409022 and 411012.
Keywords: Leadership Development;
Organizational Culture;
Decisions;
Organizational Structure;
Motivation and Incentives;
Human Resources;
Energy Industry;
India;
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Teaching Note
| HBS Case Collection
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2010
Perfect Storm over Zurich Airport (TN) (A) & (B)
Michael L. Tushman and David Kiron
Teaching Note for 408023 and 408058.
Keywords: State Ownership;
Private Ownership;
Crisis Management;
Transformation;
Air Transportation Industry;
Switzerland;
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Teaching Note
| HBS Case Collection
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2010
Ingrid Johnson and Nedbank Business Banking (TN)
Michael L. Tushman and David Kiron
Teaching Note for 410003.
Keywords: Banks and Banking;
Leadership;
Banking Industry;
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Other Teaching and Training Material
| 2009
Christine Day at LuLuLemon
Michael Tushman, Ruth Page and Tom Ryder
Keywords: Leadership;
Apparel and Accessories Industry;
Citation: Tushman, Michael, Ruth Page, and Tom Ryder. "Christine Day at LuLuLemon." Boston, MA: Harvard Business School Publishing, 2009. Multimedia.
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Teaching Note
| HBS Case Collection
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2009
GE Money Bank: The M-Budget Card Initiative (TN)
Michael L. Tushman, Sebastian Raisch and Christian Welling
Teaching Note for [410052].
Keywords: Time Management;
Change Management;
Problems and Challenges;
Projects;
Banks and Banking;
Innovation and Invention;
Product Launch;
Knowledge;
Experience and Expertise;
Value;
Competition;
Operations;
Financial Services Industry;
Real Estate Industry;
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Case
| HBS Case Collection
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2009
(Revised from original 2007 version)
Perfect Storm over Zurich Airport (A)
Michael L. Tushman and David Kiron
Josef Felder, CEO of Zurich Airport, faces several crises as he tries to transform the Airport from a slow-moving, conflict-ridden, government-owned entity into a privatized, world-class airport.
Keywords: Change Management;
Transformation;
Leading Change;
Crisis Management;
Organizational Change and Adaptation;
State Ownership;
Privatization;
Air Transportation Industry;
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2007 version)
Perfect Storm over Zurich Airport (B)
Michael L. Tushman and David Kiron
Keywords: Air Transportation Industry;
Citation: Tushman, Michael L., and David Kiron. " Perfect Storm over Zurich Airport (B)." Harvard Business School Supplement 408-058, August 2009. (Revised from original October 2007 version.)
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Exercise
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2009
(Revised from original 2009 version)
Bringing AMP Home: Personal Case Study
Michael L. Tushman
This exercise helps AMP participants build their own personal case study. They develop a gap statement, do formal root cause analysis, and action planning. This exercise is done for each participant and each phase is shared with living group colleagues.
Keywords: Cases;
Personal Development and Career;
Education;
Management;
Citation: Tushman, Michael L. "Bringing AMP Home: Personal Case Study." Harvard Business School Exercise 409-105, July 2009. (Revised from original April 2009 version.)
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Background Note
| HBS Case Collection
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2009
(Revised from original 2005 version)
Developing an Effective Living Group
Michael Beer, John J. Gabarro and Michael L. Tushman
Discusses the importance of living room groups (eight participants who share a living room) in Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets. A rewritten version of an earlier note.
Keywords: Competency and Skills;
Diversity Characteristics;
Executive Education;
Learning;
Growth and Development;
Groups and Teams;
Citation: Beer, Michael, John J. Gabarro, and Michael L. Tushman. " Developing an Effective Living Group." Harvard Business School Background Note 406-051, March 2009. (Revised from original September 2005 version.)
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Class Lecture
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2008
Leading Change and Organizational Renewal
Michael L. Tushman and Charles O'Reilley
Executives who return from campus-based executive programs ready to make changes often find employees resistant to new ideas. The Leading Change and Organizational Renewal multimedia resource was created to ease transitions and empower the teacher as leader. This multimedia resource includes faculty lectures on these concepts in short video clips by Professors Michael Tushman and Charles O'Reilly. Examples of best practices are presented in video stories, complete with interviews and examples of how each company applied the concepts. Multimedia tutorials explain key frameworks. A workbook provides a logical, step-by-step approach to apply the learning to real work. These materials allow employees to share in the learning process so that they will be prepared for and will contribute to the application of these concepts.
Keywords: Restructuring;
Learning;
Framework;
Knowledge Use and Leverage;
Leading Change;
Management Practices and Processes;
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
BT Plc: The Broadband Revolution (A)
Michael L. Tushman, David Kiron and Adam M. Kleinbaum
In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation.
Keywords: Transformation;
Innovation and Management;
Management Teams;
Organizational Change and Adaptation;
Organizational Culture;
Behavior;
Telecommunications Industry;
United Kingdom;
Citation: Tushman, Michael L., David Kiron, and Adam M. Kleinbaum. " BT Plc: The Broadband Revolution (A)." Harvard Business School Case 407-001, October 2007. (Revised from original September 2006 version.)
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Supplement
| HBS Case Collection
|
2007
(Revised from original 2006 version)
BT Plc: The Broadband Revolution (B)
Michael L. Tushman, David Kiron and Adam M. Kleinbaum
In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation.
Keywords: Transformation;
Innovation and Invention;
Management Teams;
Problems and Challenges;
Telecommunications Industry;
United Kingdom;
Citation: Tushman, Michael L., David Kiron, and Adam M. Kleinbaum. " BT Plc: The Broadband Revolution (B)." Harvard Business School Supplement 407-002, October 2007. (Revised from original September 2006 version.)
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Other Teaching and Training Material
| 2006
Bruce Harreld: Dynamic Capabilities at IBM
Michael Tushman
Keywords: Change;
Citation: Tushman, Michael. "Bruce Harreld: Dynamic Capabilities at IBM." Harvard Business School, 2006. Video.
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Other Teaching and Training Material
| 2006
Alison Ritchie: BT Chief Broadband Officer
Michael Tushman
Keywords: Leadership;
Citation: Tushman, Michael. "Alison Ritchie: BT Chief Broadband Officer." Harvard Business School, 2006. Video.
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Other Teaching and Training Material
| 2006
Ben Verwaayen: BT CEO
Michael Tushman
Keywords: Leadership;
Citation: Tushman, Michael. "Ben Verwaayen: BT CEO." Harvard Business School, 2006. Video.
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Case
| HBS Case Collection
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2005
IBM Network Technology (A) (Abridged)
Michael L. Tushman
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. Exemplifies how organizational design and leadership behavior shape performance. Also provides an example of ambidextrous organization design.
Keywords: Organizational Design;
Management Teams;
Leadership Style;
Growth and Development;
Growth and Development Strategy;
Employees;
Information Technology Industry;
Citation: Tushman, Michael L. "IBM Network Technology (A) (Abridged)." Harvard Business School Case 406-053, September 2005.
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Case
| HBS Case Collection
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2005
(Revised from original 2001 version)
USA TODAY: Pursuing the Network Strategy (A)
Michael L. Tushman, Michael J. Roberts and David Kiron
Describes the evolution of USA TODAY Online, the electronic version of the newspaper, within the organizational structure of the newspaper. Describes the tensions and issues that develop and the pressure from the Online division to be spun off. At the same time, CEO Tom Curley sees a greater strategic need for integration. Poses the question of what degree or type of strategic integration is required, what degree of organizational integration this implies, and how it can be achieved.
Keywords: Business Units;
Leading Change;
Organizational Change and Adaptation;
Organizational Structure;
Vertical Integration;
Online Technology;
Journalism and News Industry;
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Case
| HBS Case Collection
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2005
(Revised from original 2001 version)
USA TODAY: Pursuing the Network Strategy (B)
Michael L. Tushman, Michael J. Roberts and David Kiron
Supplements the (A) case.
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Case
| HBS Case Collection
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2004
(Revised from original 2001 version)
IBM Network Technology (A)
Michael L. Tushman and Robert C Wood
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. This case provides an example of how organizational design and leadership behavior shape performance. Also an example of ambidextrous organization design.
Keywords: Growth and Development;
Growth and Development Strategy;
Leadership;
Corporate Entrepreneurship;
Change Management;
Management Practices and Processes;
Business Plan;
Organizational Design;
Organizational Change and Adaptation;
Success;
Technology Industry;
Citation: Tushman, Michael L., and Robert C Wood. " IBM Network Technology (A)." Harvard Business School Case 402-012, October 2004. (Revised from original November 2001 version.)
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Case
| HBS Case Collection
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2004
(Revised from original 1999 version)
Hermes Systems
Michael L. Tushman and Daniel Radov
Covers the history of Hermes, a large telecommunications and network equipment company, as it grows from a single business firm to a diversified firm from 1980-95. Examines the use of entrepreneurial subsidiaries for product development and fast growth. Other issues include the challenges of managing ambidextrous organizations and the problems a CEO faces in keeping control of fast growing divisions. A rewritten version of an earlier case.
Keywords: History;
Leadership;
Business Subsidiaries;
Diversification;
Growth Management;
Business Growth and Maturation;
Business Divisions;
Problems and Challenges;
Product Development;
Technology Industry;
Citation: Tushman, Michael L., and Daniel Radov. " Hermes Systems." Harvard Business School Case 400-056, September 2004. (Revised from original December 1999 version.)
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 2002 version)
USA Today: Pursuing the Network Strategy (A) & (B) TN
Michael J. Roberts and Michael L. Tushman
Teaching Note for (9-402-010) and (9-402-011).
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Case
| HBS Case Collection
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2003
IBM Canada: Global Services (A)
Michael L. Tushman, David Kiron and Wendy Smith
IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous structure and senior team.
Keywords: Leading Change;
Organizational Change and Adaptation;
Change Management;
Management Teams;
Innovation and Management;
Conflict Management;
Groups and Teams;
Service Industry;
Canada;
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Case
| HBS Case Collection
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2003
IBM Canada: Global Services (B)
Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case.
Keywords: Leading Change;
Technological Innovation;
Organizational Change and Adaptation;
Change Management;
Management Teams;
Information Technology;
Organizational Structure;
Information Technology Industry;
Canada;
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Case
| HBS Case Collection
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2003
IBM Canada: Global Services (C)
Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case.
Keywords: Leading Change;
Technological Innovation;
Organizational Change and Adaptation;
Change Management;
Management Teams;
Information Technology;
Organizational Structure;
Information Technology Industry;
Canada;
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Other Teaching and Training Material
| 2003
Leadership, Culture, and Change: Lou Gerstner, IBM
M. Tushman
Keywords: Leadership;
Change;
Culture;
Citation: Tushman, M., ed. "Leadership, Culture, and Change: Lou Gerstner, IBM." Boston, MA: Harvard Business School, 2003. Video. (Tape #10019 (for HBS use only). An edited speech by Lou Gerstner at HBS.)
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Tool
| 2003
Leading Change and Organizational Renewal CD Set
Michael L. Tushman and Charles A. O'Reilly
Keywords: Leading Change;
Organizational Change and Adaptation;
Citation: Tushman, Michael L., and Charles A. O'Reilly. Leading Change and Organizational Renewal CD Set. Tool. Boston: Harvard Business School Publishing, 2003. Electronic.
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
IBM Software Solutions (B)
Michael L. Tushman and Robert Chapman Wood
Supplements the (A) case.
Keywords: Information Technology Industry;
Citation: Tushman, Michael L., and Robert Chapman Wood. " IBM Software Solutions (B)." Harvard Business School Case 402-017, June 2002. (Revised from original August 2001 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
IBM Software Solutions (A)
Michael L. Tushman, Charles A. O'Reilly III and Robert Chapman Wood
Executives and managers of key IBM software units struggle to make IBM a top player in the post-mainframe era. When one software unit introduces a visionary product with potential to create a new leadership position for the firm, the result is an epic conflict in the marketplace among market forces representing several different IBM units.
Keywords: Business Units;
Leadership Style;
Leading Change;
Managerial Roles;
Organizational Change and Adaptation;
Conflict Management;
Information Technology Industry;
Citation: Tushman, Michael L., Charles A. O'Reilly III, and Robert Chapman Wood. " IBM Software Solutions (A)." Harvard Business School Case 402-016, June 2002. (Revised from original August 2001 version.)
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Case
| HBS Case Collection
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2001
IBM Network Technology (B)
Michael L. Tushman
Supplements the (A) case.
Keywords: Organizational Design;
Management Teams;
Leadership Style;
Organizational Change and Adaptation;
Change Management;
Growth Management;
Information Technology Industry;
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Case
| HBS Case Collection
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2001
Bedrock Productions
Michael J. Roberts and Michael L. Tushman
Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder's role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change.
Keywords: Leadership Development;
Management Teams;
Change Management;
Managerial Roles;
Consulting Industry;
Citation: Roberts, Michael J., and Michael L. Tushman. " Bedrock Productions." Harvard Business School Case 401-045, June 2001.
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Corning 1983-1996: Transition at the Top
Michael J. Roberts and Michael L. Tushman
Focuses on Jamie Houghton's efforts to revitalize Corning from 1983-1996, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president, then chairman/CEO, and his drive to both change the business strategically and financially and develop a new culture to support this change.
Keywords: Organizational Change and Adaptation;
Change Management;
Organizational Culture;
Management Teams;
Strategy;
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Case
| HBS Case Collection
|
2001
(Revised from original 2001 version)
Corning 1996-2000: Growing Corning
Michael J. Roberts and Michael L. Tushman
Focuses on Roger Ackerman's successful cultural change effort--growing Corning. Presents a detailed description of Ackerman's effort and the changes that transpired in the business, the culture, and the senior team.
Keywords: Organizational Change and Adaptation;
Change Management;
Management Teams;
Citation: Roberts, Michael J., and Michael L. Tushman. " Corning 1996-2000: Growing Corning." Harvard Business School Case 401-035, May 2001. (Revised from original March 2001 version.)
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Case
| HBS Case Collection
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2000
Rebirth of the Swiss Watch Industry, 1980-1992 (A)
Michael L. Tushman and Daniel Radov
The Swiss watch industry has been devastated by new entrants from Asia in the low- and mid-priced watch segments. Japanese and Hong Kong firms have used quartz technology to lower costs dramatically. Nicolas Hayek, president of a Swiss consulting firm, is asked to help design a new strategy and structure for the two Swiss giants, ASUAG and SSIH, which have decided to merge. Ernst Thomke, managing director of ASUAG's manufacturing arm, also figures prominently. The case outlines options for the positioning of the new, inexpensive Swatch brand as well as a number of other flagship Swiss brands. Focuses on alignment of strategy with the structure of the new company. Topics to address include the management of change and the formulation of a detailed action plan to make the new company succeed.
Keywords: Technology;
Product Development;
Organizational Structure;
Change Management;
Alignment;
Product Positioning;
Brands and Branding;
Management Teams;
Apparel and Accessories Industry;
Consumer Products Industry;
Switzerland;
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Case
| HBS Case Collection
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2000
Rebirth of the Swiss Watch Industry, 1980-1992 (B): Hayek and Thomke at SMH
Michael L. Tushman and Daniel Radov
Describes the course pursued by Hayek, Thomke, and others in the formation of SMH. Discusses the new strategy and its implementation, charting the dramatic recovery of the large Swiss watchmakers. Ends with an exploration of Hayek's efforts to build on SMH's successes.
Keywords: Strategy;
Organizational Structure;
Cost Management;
Organizational Change and Adaptation;
Change Management;
Alignment;
Success;
Asia;
Hong Kong;
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Case
| HBS Case Collection
|
2000
(Revised from original 1999 version)
Agrochemicals at Ciba-Geigy AG (B)
Michael L. Tushman, Wendy Smith and Daniel Radov
Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as "product champion." Also describes the restructuring of the research department into small teams to improve product development. Other topics include the marketing of the new product in different regional settings, the emergence of a "dominant design," and a slow-down in subsequent innovation.
Keywords: Change Management;
Innovation Strategy;
Innovation and Management;
Leadership Development;
Leadership Style;
Research and Development;
Marketing Strategy;
Goods and Commodities;
Product Development;
Pharmaceutical Industry;
Switzerland;
Citation: Tushman, Michael L., Wendy Smith, and Daniel Radov. " Agrochemicals at Ciba-Geigy AG (B)." Harvard Business School Case 400-023, January 2000. (Revised from original December 1999 version.)
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Case
| HBS Case Collection
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1999
Agrochemicals at Ciba-Geigy AG (A)
Michael L. Tushman, Wendy Smith and Daniel Radov
After spending five years to develop a revolutionary product, the director of Ciba-Geigy's fungicide research department is handed an unfavorable market study. The case details the R&D process for the new product, including information on corporate partnerships, company structure, and departmental research procedures. The case ends with the R&D director faced with a decision about the best way of moving forward, if at all, with the product.
Keywords: Agribusiness;
Plant-Based Agribusiness;
Research and Development;
Innovation and Invention;
Innovation Strategy;
Product Launch;
Marketing Channels;
Change Management;
Product Development;
Business Processes;
Organizational Structure;
Corporate Accountability;
Agriculture and Agribusiness Industry;
Pharmaceutical Industry;
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Other Unpublished Work
| 2012
Organizing for Ambidexterity: Founding, Developing and Revitalizing Dynamic Capabilities over Time
Justin Jansen, Costas Andriopoulos and Michael Tushman
Keywords: Organizational Design;
Organizational Change and Adaptation;
Citation: Jansen, Justin, Costas Andriopoulos, and Michael Tushman. "Organizing for Ambidexterity: Founding, Developing and Revitalizing Dynamic Capabilities over Time." January 2012.
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Other Unpublished Work
| 2010
A Dynamic Perspective on Organizational Ambidexterity: Structural Differentiation and Boundary Activities
Sebastian Raisch and Michael Tushman
Keywords: Organizational Design;
Boundaries;
Diversification;
Citation: Raisch, Sebastian, and Michael Tushman. "A Dynamic Perspective on Organizational Ambidexterity: Structural Differentiation and Boundary Activities." January 2010.
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Other Unpublished Work
| 2008
Leadership, Learning, and Organization Designs: On Exploring and Exploiting in IBM's Microelectronics Division
George Westerman, Wendy Smith, Robert Chapman Wood and Michael Tushman
Keywords: Leadership;
Organizational Design;
Technology Industry;
Citation: Westerman, George, Wendy Smith, Robert Chapman Wood, and Michael Tushman. "Leadership, Learning, and Organization Designs: On Exploring and Exploiting in IBM's Microelectronics Division." January 2008.
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