Go to main content
Harvard Business School
HBS Home
  • About
  • Academic Programs
  • Alumni
  • Faculty & Research
  • Baker Library
  • Campaign
  • Harvard Business Review
  • Initiatives
  • News
  • Recruit
  • Map / Directions

Faculty & Research

  • HOME
  • FACULTY
  • RESEARCH
    • Global Research Centers
    • HBS Case Collection
    • HBS Case Development
    • Initiatives & Projects
    • Publications
    • Research Associate (RA) Positions
    • Research Services
    • Seminars & Conferences
    Close
  • FEATURED TOPICS
    • Business and Environment
    • Business History
    • Entrepreneurship
    • Finance
    • Globalization
    • Health Care
    • Human Behavior and Decision-Making
    • Leadership
    • Social Enterprise
    • Technology and Innovation
    Close
  • ACADEMIC UNITS
    • Accounting and Management
    • Business, Government and the International Economy
    • Entrepreneurial Management
    • Finance
    • General Management
    • Marketing
    • Negotiation, Organizations & Markets
    • Organizational Behavior
    • Strategy
    • Technology and Operations Management
    Close
Photo of Michael L. Tushman

Unit: Organizational Behavior

Contact:

(617) 495-5442

Send Email

Additional Information
  • Curriculum Vitae
  • PELP Network News link to a spotlight on Prof. Tushman and his work
  • Working Knowledge Articles
  • Linked In Profile
  • Professor Michael Tushman's Twitter account

Areas of Interest

  • leadership
  • leading change
  • managing innovation
  • organizational change and transformation
  • organizational design

Additional Topics

  • competitive advantage
  • corporate culture
  • executive development
  • global
  • industry evolution
  • innovation
  • organizational behavior
  • organizational development
  • organizational structure
  • product development
  • strategic change
  • strategic human resources management
  • strategy
  • strategy implementation
  • technological change
  • technological innovation
  • technology management
  • technology strategy
  • top management teams

Geographies

  • Asia
  • Australia and Oceania
  • Europe
  • North America
  • South America
MORE

Michael L. Tushman

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration
Chair, Program for Leadership Development

Print Entire ProfileMore

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 where 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).

Tushman was awarded the Academy of Management’s Career Achievement Award for Distinguished Scholarly Contributions to Management (2013) and received an honorary doctorate from the University of Geneva (2008). Tushman received distinguished scholar awards in the Technology and Innovation Management (1999), Organization Management and Theory (2003), and Organization Development and Change (2016) Divisions of the Academy of Management. He was elected Fellow of the Academy of Management (1996). Tushman received the distinguished scholar award at INFORMS’ Technology Management Section (2010) and was recognized as a Foundational Scholar in the Knowledge and Innovation Group of the Strategic Management Society (2014). He was awarded the Lifetime Achievement Award from the American Society for Training and Development (2013). Tushman received the Career Achievement Award for Major Contributions to the Theory and Practice of Technology Management from the Tusher Center for Management of Intellectual Capital, University of California, Berkeley, (2017). Tushman received The Sumantra Ghoshal Award for Rigour & Relevance in the Study of Management from London Business School (2011); HBS’s Apgar Award for Innovation in Teaching (2013); and was named Lecturer of the Year at CHAMPS, Chalmers University of Technology (Sweden, 2005).

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 host incremental as well as discontinuous innovation as well as leading those organizational changes associated with innovation streams. His work on ambidextrous organizational designs focuses on organizational and senior team characteristics that enable firms to exploit current capabilities as well explore into new spaces. He is working on the impact of distributed innovation on incumbent firms and the role of organizational identity in shaping a firm’s ability to handle paradoxical strategic requirements.

Tushman has published numerous articles and books including Lead and Disrupt: How to Solve the Innovator’s Dilemma (with C. O'Reilly), Stanford University Press, 2016; Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (with C. O'Reilly), Harvard Business School Press, 1997; Leading Sustainable Change (with R. Henderson and R. Gulati), Oxford University Press, 2015; Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler), Harvard Business School Press, 1998; 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. He and Mary Benner won the Academy of Management Review’s Best Paper Award (2004) and its Decade Award (2013). His papers with Charles O'Reilly won the Accenture Award from the California Management Review in 1997 and 2010.

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 its doctoral programs. 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 (PLD) and co-faculty chair of Leading Change and Organizational Renewal (LCOR). He has supervised many doctoral students, several who have won national awards for their dissertation research.

Professor Tushman has 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 served as chairperson of the Organization and Management Theory and the Technology and Innovation Management Divisions of the Academy of Management. Tushman is a 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.

 

Print Entire ProfileLess
Featured Work Publications Research Summary Teaching Awards & Honors
  1. Big Ideas Speaker Series @ Rotman School of Mangement - (Video)

    Michael Tushman gave a talk on his new book: "Lead and Disrupt: How to Solve the Innovator's Dilemma"

  2. HBS Working Knowledge: Is Company Failure Inevitable?

    Book excerpt and author interview from Lead and Disrupt coauthor Michael L. Tushman, who discusses how companies must continue to invest in their core products while innovating in new areas.
  3. Lead and Disrupt: How to Solve the Innovator's Dilemma

    by O’Reilly, C. & Tushman, M. L. 2016. Stanford: Stanford University Press.

    In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitable—a natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend?

    The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains. Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. O'Reilly III and Michael L. Tushman show they can. The authors explain how shrewd organizations have used an ambidextrous approach to solve their own innovator's dilemma. They contrast these luminaries with companies which—often trapped by their own successes—have been unable to adapt and grow.

  4. The Challenges of Ambidextrous Leadership: An Interview with Michael Tushman

    Research-Technology Management 58, no. 3 (May–June 2015): 16–20.

     

  5. Reflections on the 2013 Decade Award: 'Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited' Ten Years Later

    Academy of Management Review 40, no. 4 (October 2015): 497–514.
  6. Innovating without Information Constraints: Organization, Communities, and Innovation when Information Costs Approach Zero

    In The Oxford Handbook of Creativity, Innovation, and Entrepreneurship, edited by Christina E. Shalley, Michael A. Hitt, and Jing Zhou, 353–379. Oxford University Press, 2015.
  7. Leading Proactive Punctuated Change

    Chap. 10 in Leading Sustainable Change: An Organizational Perspective, edited by Rebecca Henderson, Ranjay Gulati, and Michael Tushman. Oxford University Press, 2015.
  8. The Art of Strategic Renewal

    With Andy Binns, J. Bruce Harreld, and Charles A. O'Reilly: MIT Sloan Management Review 55, no. 2 (Winter 2014): 21–23.
  9. Bridging Present Capabilities and Future Success: Organizational Ambidexterity

    IESE presentation - 21 September 2014 - Madrid

    Large, incumbent firms are often handicapped by their inability to explore new opportunities. Great firms, on the other hand, are able to overcome the tension between present and future success by exploiting and exploring simultaneously. Michael Tushman discusses ambidexterity in organizations and senior teams and the key ingredients that help them succeed.
  10. A Conversation with Mike Tushman on Leadership, Innovation, and Strategic Change

    Strategic Management Society (SMS) - 21 September 2014 - Madrid (Foundations Session)
  11. Open Innovation and Organizational Boundaries: The Impact of Task Decomposition and Knowledge Distribution on the Locus of Innovation

    (with Karim Lakhani and H. Lifshitz-Assaf), 2013, in A. Grandori (ed), Handbook of Economic Organization: Integrating Economic and Organizational Theory. Northhampton, Ma. Edward Elgar Publishing, 355-382.
  12. Organizational Ambidexterity: Past, Present, and Future

    (with C. O’Reilly), 2013, Academy of Management Perspectives, 27: 324-338.
  13. Discretion Within the Constraints of Opportunity: Gender Homophily and Structure in a Formal Organization

    (with Adam Kleinbaum and Toby Stuart), Organization Science, 2013, 24, 5, 1316-1336..
  14. Art of Strategic Renewal: Transforming Organizations Without a Crisis

    (with A. Binns, B. Harreld, and C. O’Reilly), 2014, Sloan Management Review, 55, 21-24

     

  15. Leading Change and Organizational Renewal

    Professor Michael Tushman discusses the focus of this global program. 

  16. Winning through Innovation

    A Practical Guide to Leading Organizational Change and Renewal

    Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve.
  17. The Ambidextrous CEO

    Tushman, Michael L., Wendy K. Smith, and Andy Binns. "The Ambidextrous CEO." Harvard Business Review 89, no. 6 (June 2011): 74–80
@MichaelTushman
on Twitter
Follow MichaelTushman »

Initiatives & Projects

  • Digital

    The Digital Initiative is a cross-unit venture that unites scholars and practitioners to explore and impact the transformation of business in today’s digital, networked, and media-rich environment.

ǁ
Campus Map
Campus Map
Harvard Business School
Soldiers Field
Boston, MA 02163
→ Map & Directions
→ More Contact Information
→ More Contact Information
→ More Contact Information
→ More Contact Information
  • HBS Facebook
  • Alumni Facebook
  • Executive Education Facebook
  • Michael Porter Facebook
  • Working Knowledge Facebook
  • HBS Twitter
  • Executive Education Twitter
  • HBS Alumni Twitter
  • Michael Porter Twitter
  • Recruiting Twitter
  • Rock Center Twitter
  • Working Knowledge Twitter
  • Jobs Twitter
  • HBS Youtube
  • Michael Porter Youtube
  • Executive Education Youtube
  • HBS Linkedin
  • Alumni Linkedin
  • Executive Education Linkedin
  • MBA Linkedin
  • Linkedin
  • HBS Google Plus
  • Executive Education Google Plus
  • HBS Instagram
  • Alumni Instagram
  • Executive Education Instagram
  • Michael Porter Instagram
  • HBS iTunes
  • Executive Education iTunes
  • HBS Tumblr
  • Executive Education Weibo
  • HBS Snapchat
  • Executive Education Wechat
  • →All Social Media
  • → All Social Media
  • Site Map
  • Jobs
  • Harvard University
  • Trademarks
  • Policies
  • Accessibility
  • Terms of Use
Copyright © President & Fellows of Harvard College