More from the Author

• Article | MIT Sloan Management Review (website) | 2020

  The Role of the Board Chair During a Crisis

  Achim Schmitt, Gilbert Probst and Michael Tushman

  Citation:

  Schmitt, Achim, Gilbert Probst, and Michael Tushman. "The Role of the Board Chair During a Crisis." MIT Sloan Management Review (website) (2020).  View Details

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• Article | Strategy & Leadership | 2019

  Overcoming Cultural Resistance to Open Source Innovation

  John Winsor, Jin Hyun Paik, Michael Tushman and Karim R. Lakhani

  Purpose: This article offers insight on how to effectively help incumbent organizations prepare for global business shifts to open source and digital business models.
  Design/methodology/approach: Discussion related to observation, experience and case studies related to incumbent organizations and their efforts to adopt open source models and business tools.
  Findings: Companies that let their old culture reject the new risk becoming obsolete if doing so inhibits their rethinking of their future using powerful tools like crowdsourcing, blockchain, customer experience-based connections, integrating workflows with artificial intelligence (AI), automated technologies and digital business platforms. These new ways of working affect how and where work is done, access to information, an organization’s capacity for work and its efficiency. As important as technological proficiency is, managing the cultural shift required to embrace transformative industry architecture – the key to innovating new business models -- may be the bigger challenge.
  Research limitations/implications: Findings are based on original research and case studies. Insights are theoretically, based on additional study, interviews, and research, but need to be tested through additional case studies.
  Practical implications: The goal is to make the transition more productive and less traumatic for incumbent firms by providing a language and tested methods to help senior leaders use innovative technologies to build on their core even as they explore new business models.
  Social implications: This article provides insights that will lead to more effective ideas for helping organizations adapt.
  Originality/value: This article is based on original research and case experience. That research and experience has then been analyzed and viewed through the lens of models that have been known to work. The result is original insights and findings that can be applied in new ways to further adoption within incumbent organizations.

  Keywords: open source innovation; Organizational Culture; Organizational Change and Adaptation; Business Model; Technological Innovation; Collaborative Innovation and Invention;

  Citation:

  Winsor, John, Jin Hyun Paik, Michael Tushman, and Karim R. Lakhani. "Overcoming Cultural Resistance to Open Source Innovation." Strategy & Leadership 47, no. 6 (2019): 28–33.  View Details

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• Article | Strategic Management Journal

  Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms

  Ryan Raffaelli, Mary Ann Glynn and Michael Tushman

  Why do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, i.e., their capability to cognitively expand an innovation's categorical boundaries and to cast the innovation as emotionally resonant with the organization's identity, competencies, and competitive boundaries. We argue that inertial forces generally constrict how TMTs perceive innovations but that frame flexibility can overcome these constraints, increasing the likelihood of adoption and broadening the organization's innovation practices. We advance a theoretical model that relaxes the assumption that cognitive frames are static, showing how they become flexible via categorical positioning, and introduce a role for emotional frames that appeals to organizational members' sentiments and aspirations in innovation adoption.

  Keywords: innovation adoption; cognition; framing; emotional resonance; incumbent inertia; Innovation and Invention; Technology Adoption; Organizational Change and Adaptation; Change Management;

  Citation:

  Raffaelli, Ryan, Mary Ann Glynn, and Michael Tushman. "Frame Flexibility: The Role of Cognitive and Emotional Framing in Innovation Adoption by Incumbent Firms." Strategic Management Journal 40, no. 7 (July 2019): 1013–1039.  View Details

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