The Challenges of Ambidextrous Leadership

Michael   Tushman; Jim  Euchner

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Other Article | Research-Technology Management | May–June 2015

The Challenges of Ambidextrous Leadership: An Interview with Michael Tushman

by Michael Tushman and Jim Euchner

Abstract

Michael Tushman talks with Jim Euchner about the challenges of managing breakthrough innovation in established companies.

Keywords: Innovation and Management;

Format: Print

Find at Harvard Purchase

Citation:

Tushman, Michael, and Jim Euchner. "The Challenges of Ambidextrous Leadership: An Interview with Michael Tushman." Research-Technology Management 58, no. 3 (May–June 2015): 16–20.

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

Managed Ecosystems and Translucent Institutional Logics: Engaging Communities

Elizabeth J. Altman, Frank Nagle and Michael Tushman

When organizations need input into their innovation or production process, they have traditionally faced the decision to make the input themselves or buy it through the market. However, rapidly decreasing information costs allow firms to harness external communities that are neither employees of the firm hierarchy, nor traditional contracted market participants such as supply chain partners. We introduce the managed ecosystem governance form in which a central organization engages external communities and also manages these communities by maintaining some degree of control over their activities. This model is evident in various organizational approaches including multi-sided platforms, crowdsourcing, and the gig economy. Building upon the knowledge-based view of the firm, we argue that these increasingly common governance models offer a wealth of opportunities but require organizations to adopt a translucent institutional logic that is in-between the traditional closed logic of the firm and the open logic of the market. To successfully employ this model, firms must learn to shepherd communities, leverage them without exploiting them, and share intellectual property rights.

Keywords: Managed Ecosystems; Open and User Innovation Strategy; Governance; Multi-Sided Platforms;

Citation:
Altman, Elizabeth J., Frank Nagle, and Michael Tushman. "Managed Ecosystems and Translucent Institutional Logics: Engaging Communities." Harvard Business School Working Paper, No. 19-096, February 2019. View Details

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The Challenges of Ambidextrous Leadership: An Interview with Michael Tushman

Abstract

Citation:

About the Author

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