Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

Michael   Tushman; C.  O'Reilly

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Article | California Management Review | summer 1996

Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

by Michael Tushman and C. O'Reilly

Keywords: Management; Change;

Format: Print

23 pages

Find at Harvard

Citation:

Tushman, Michael, and C. O'Reilly. "Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change." California Management Review 38, no. 4 (summer 1996): 8–30. (

Winner of Andersen Consulting Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management

About the Author

Michael L. Tushman

Baker Foundation Professor, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Emeritus, Charles B. (Tex) Thornton Chair of the Advanced Management Program

Organizational Behavior

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Supplement | HBS Case Collection | March 2019

The Atlanta Opera (B): New (and Old) Challenges

Michael L. Tushman and Kerry Herman

Citation:
Tushman, Michael L., and Kerry Herman. "The Atlanta Opera (B): New (and Old) Challenges." Harvard Business School Supplement 419-025, March 2019. View Details

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Supplement | HBS Case Collection | March 2019

The Atlanta Opera (C): A Duet

Michael L. Tushman and Kerry Herman

Citation:
Tushman, Michael L., and Kerry Herman. "The Atlanta Opera (C): A Duet." Harvard Business School Supplement 419-026, March 2019. View Details

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Working Paper | HBS Working Paper Series | 2019

Government Technology Policy, Social Value, and National Competitiveness

Frank Nagle

This study seeks to better understand the impact that government technology procurement regulations have on social value and national competitiveness. To do this, it examines the impact of a change in France’s technology procurement policy that required government agencies to favor open source software (OSS) over proprietary software in an attempt to reduce costs creating an unexpected demand shock for OSS. Analysis using the rest of the EU as controls via difference-in-differences and synthetic control frameworks shows that this policy change led to an increase of nearly 600,000 OSS contributions per year from France, creating social value by increasing the availability and quality of free and open source software. Estimates indicate this would have cost paid software developers roughly $20 million per year to replicate. However, the open nature of such goods means that any country can reap the benefits of these efforts. Therefore, additional economic outcomes that enhance France’s competitiveness are also considered. The results show that within France, the regulation led to a 0.6%–5.4% yearly increase in companies that use OSS, a 9%–18% yearly increase in the number of IT-related startups, a 6.6%–14% yearly increase in the number of individuals employed in IT related jobs, and a 5%–16% yearly decrease in software-related patents. All of these outcomes help to increase productivity and competitiveness at the national level. In aggregate, these results show that changes in government technology policy that favor OSS can have a positive impact on both global social value and domestic national competitiveness.

Keywords: social value; competitiveness; Government Administration; Technology; Acquisition; Policy; Value;

Citation:
Nagle, Frank. "Government Technology Policy, Social Value, and National Competitiveness." Harvard Business School Working Paper, No. 19-103, March 2019. View Details

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Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

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