Publications

October 2010
Article

Organizational Designs and Innovation Streams

By: Michael Tushman, Wendy K. Smith, Robert Chapman Wood, George Westerman and Charles A. O'Reilly III

This article empirically explores the relations between alternative organizational designs and a firm's ability to explore as well as exploit. We operationalize exploitation and exploration in terms of innovation streams—incremental innovation in existing products as... View Details

Keywords: Competency and Skills; Innovation and Invention; Management Teams; Product Development; Organizational Change and Adaptation; Organizational Culture; Organizational Design; Outcome or Result; Performance Improvement

July 2010 (Revised December 2010)
Supplement

Hema Hattangady and Conzerv (B)

By: Michael L. Tushman and David Kiron

July 2010
Teaching Note

Hema Hattangady and Conzerv (TN) (A) & (B)

By: Michael L. Tushman and David Kiron

Teaching Note for 409022 and 411012. View Details

Keywords: Leadership Development; Organizational Culture; Decisions; Organizational Structure; Motivation and Incentives; Human Resources; Energy Industry; India

July 2010
Teaching Note

Perfect Storm over Zurich Airport (TN) (A) & (B)

By: Michael L. Tushman and David Kiron

Teaching Note for 408023 and 408058. View Details

Keywords: State Ownership; Private Ownership; Crisis Management; Transformation; Air Transportation Industry; Switzerland

July 2010 (Revised May 2014)
Teaching Note

Ingrid Johnson and Nedbank Business Banking

By: Michael L. Tushman and David Kiron

Teaching Note for 410003, and 414709. View Details

Keywords: Banks and Banking; Leadership; Banking Industry

April 2010
Article

Complex Business Models: Managing Strategic Paradoxes Simultaneously

By: Wendy K. Smith, Andrew Binns and Michael Tushman

As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies - strategies associated with contradictory, yet integrated tensions. We identify several types of complex... View Details

Keywords: Business Model; Management; Strategy

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Article

Exploration and Exploitation within and across Organizations

By: Dovev Lavie, Uriel Stettner and Michael Tushman

Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an... View Details

Keywords: Learning; Framework; Innovation and Invention; Knowledge Management; Organizational Design; Outcome or Result; Alliances; Behavior

2010
Article

M@n@gement in Times of Economic Crisis: Insights Into Organizational Ambidexterity

By: Achim Schmitt, Gilbert Probst and Michael Tushman

Keywords: Management; Financial Crisis; Organizations

2009
Other Teaching and Training Material

Christine Day at LuLuLemon

By: Michael Tushman, Ruth Page and Tom Ryder

Keywords: Leadership; Apparel and Accessories Industry

October 2009 (Revised April 2021)
Case

Ingrid Johnson and Nedbank Business Banking

By: Michael Tushman and David Kiron

This case discusses the issue of leading change at the business banking division of Nedbank, a prominent South African bank, between 2005 and 2009. (This timeframe, beginning just 11 years after Apartheid's end, covers Ingrid Johnson's leadership of this division... View Details

Keywords: Leadership And Change Management; Leadership; Leading Change; Banks and Banking; Organizational Culture; Organizational Structure; Change Management; Leadership Style; Banking Industry; South Africa

Educators

October 2009 (Revised December 2010)
Case

GE Money Bank: The M-Budget Card Initiative

By: Michael L. Tushman, Sebastian Raisch and Christian Welling

The M-Budget Card case study is about mastering the challenges of an exploratory strategic initiative in a context marked by time pressure and frequent change. M-Budget was the first of a series of highly successful projects that established GE Money Bank as a leader... View Details

Keywords: Corporate Entrepreneurship; Credit Cards; Leading Change; Product Launch; Product Development; Groups and Teams; Banking Industry; Switzerland

Educators

October 2009
Teaching Note

GE Money Bank: The M-Budget Card Initiative (TN)

By: Michael L. Tushman, Sebastian Raisch and Christian Welling

Teaching Note for [410052]. View Details

Keywords: Time Management; Change Management; Problems and Challenges; Projects; Banks and Banking; Innovation and Invention; Product Launch; Knowledge; Experience and Expertise; Value; Competition; Operations; Financial Services Industry; Real Estate Industry

July – August 2009
Article

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

By: Sebastian Raisch, Julian Birkinshaw, Gilbert Probst and Michael Tushman

Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues that are fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through... View Details

Keywords: Change; Innovation and Invention; Business Processes; Organizational Change and Adaptation; Organizational Design; Organizational Structure; Research; Integration

Article

Organizational Ambidexterity: IBM and Emerging Business Opportunities

By: Charles A. O'Reilly III, J. Bruce Harreld and Michael L. Tushman

Keywords: Organizational Change and Adaptation; Management Skills; Competitive Advantage; Leadership; Theory; Technology Industry

April 2009 (Revised July 2009)
Exercise

Bringing AMP Home: Personal Case Study

By: Michael L. Tushman

This exercise helps AMP participants build their own personal case study. They develop a gap statement, do formal root cause analysis, and action planning. This exercise is done for each participant and each phase is shared with living group colleagues. View Details

Keywords: Cases; Personal Development and Career; Education; Management

April 2009
Journal Article

Perspectives on the Productivity Dilemma

By: Paul S. Adler, Mary Benner, David James Brunner, John Paul MacDuffie, Emi Osono, Bradley R. Staats, Hirotaka Takeuchi, Michael Tushman and Sidney G. Winter

For more than a century, operations researchers have recognized that organizations can increase efficiency by adhering strictly to proven process templates, thereby rendering operations more stable and predictable. For several decades, researchers have also recognized... View Details

Keywords: Learning; Innovation and Invention; Knowledge Use and Leverage; Operations; Business Processes; Organizational Change and Adaptation; Performance Efficiency; Performance Improvement; Performance Productivity; Adaptation

Article

Crossing Boundaries to Increase Relevance in Organizational Research

By: Jeffrey Polzer, Ranjay Gulati, Rakesh Khurana and Michael Tushman

Keywords: Organizations; Research

December 2008 (Revised December 2010)
Case

Hema Hattangady and Conzerv (A)

By: Michael L. Tushman and David Kiron

This case describes the evolution of a fast-growing Indian energy firm. It illustrates both leadership change as Hema is evolving as a leader, as well as how organization architecture (culture, systems, incentives, and human resources) is evolving. The case highlights... View Details

Keywords: Change; Decision Choices and Conditions; Leadership Development; Organizational Change and Adaptation; Organizational Culture; Organizational Structure; Energy Industry; India

Educators

September 2008
Class Lecture

Leading Change and Organizational Renewal

By: Michael L. Tushman and Charles O'Reilley

Executives who return from campus-based executive programs ready to make changes often find employees resistant to new ideas. The Leading Change and Organizational Renewal multimedia resource was created to ease transitions and empower the teacher as leader. This... View Details

Keywords: Restructuring; Learning; Framework; Knowledge Use and Leverage; Leading Change; Management Practices and Processes