The Atlanta Opera (C): A Duet

Michael L. Tushman; Kerry  Herman

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Supplement | HBS Case Collection | March 2019

The Atlanta Opera (C): A Duet

by Michael L. Tushman and Kerry Herman

Language: English

Format: Print

3 pages

Citation:

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

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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Case | HBS Case Collection | July 2019

LaCroix Sparkling Water

Tomomichi Amano, Das Narayandas and Kerry Herman

Launched in 1981 as an “all occasion” sparkling water brand, LaCroix Sparkling Water has had a number of ups and downs as a brand. After being purchased by National Beverage in 1996, the brand was re-positioned as a new, colorful, fun alternative to the other sparkling water players at the time. As time passed; however, the brand was faced with internal turmoil as well as shifting customer expectations. How did LaCroix react to change both within the company and within the industry?

Keywords: Brands and Branding; Organizational Change and Adaptation; Industry Structures; Food and Beverage Industry;

Citation:
Amano, Tomomichi, Das Narayandas, and Kerry Herman. "LaCroix Sparkling Water." Harvard Business School Case 520-014, July 2019. View Details

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Case | HBS Case Collection | July 2019

LaCroix Sparkling Water (Abridged)

Tomomichi Amano, Das Narayandas and Kerry Herman

Launched in 1981 as an “all occasion” sparkling water brand, LaCroix Sparkling Water has had a number of ups and downs as a brand. After being purchased by National Beverage in 1996, the brand was re-positioned as a new, colorful, fun alternative to the other sparkling water players at the time. As time passed; however, the brand was faced with internal turmoil as well as shifting customer expectations. How did LaCroix react to change both within the company and within the industry?

Citation:
Amano, Tomomichi, Das Narayandas, and Kerry Herman. "LaCroix Sparkling Water (Abridged)." Harvard Business School Case 520-015, July 2019. 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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The Atlanta Opera (C): A Duet

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