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Tushman, Michael L.Remove Tushman, Michael L. →

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  • September 2005
  • Case

IBM Network Technology (A) (Abridged)

By: Michael L. Tushman
An unconventional manager within IBM leads the creation of a business unit with multibillion-dollar potential, winning over customers and nudging the organization to make the changes needed to achieve dramatic growth. Exemplifies how organizational design and... View Details
Keywords: Organizational Design; Management Teams; Leadership Style; Growth and Development; Growth and Development Strategy; Employees; Information Technology Industry
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  • September 2005 (Revised March 2009)
  • Background Note

Developing an Effective Living Group

By: Michael Beer, John J. Gabarro and Michael L. Tushman
Discusses the importance of living room groups (eight participants who share a living room) in Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted... View Details
Keywords: Executive Education; Groups and Teams; Competency and Skills; Learning; Diversity; Growth and Development
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  • Article

Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams

By: W. Smith and M. Tushman
Keywords: Management; Strategy; Innovation and Invention
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  • May 2005 (Revised April 2011)
  • Case

Arctic Timber AB: Engineered Woods Division (A)

By: Michael L. Tushman, David Kiron and Wendy Smith
Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies, and culture that impede innovation. Pivots on a new leader's... View Details
Keywords: Change Management; Innovation and Management; Innovation Strategy; Leadership; Management Teams; Organizational Change and Adaptation; Organizational Culture; Organizational Structure
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  • May 2005 (Revised April 2011)
  • Supplement

Arctic Timber AB: Engineered Woods Division (B)

By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
Keywords: Forest Products Industry
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  • May 2005 (Revised April 2011)
  • Supplement

Arctic Timber AB: Engineered Woods Division (C)

By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
Keywords: Forest Products Industry
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  • November 2004
  • Article

From Engineering Management/R&D Management, to the Management of Innovation, to Exploiting and Exploring over Value Nets: 50 Years of Research Initiated by IEEE-TEM

By: Michael L. Tushman
Keywords: Engineering; Management; Research and Development; Innovation and Invention; Value; Research
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  • 2004
  • Book

Managing Strategic Innovation and Change: A Collection of Readings

By: Michael L. Tushman and Philip Anderson
Keywords: Management; Innovation and Invention; Change; Information; Strategy
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  • April 2004
  • Article

The Ambidextrous Organization

By: Charles A. O'Reilly III and Michael L. Tushman
Keywords: Organizations
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  • April 2003
  • Case

IBM Canada: Global Services (A)

By: Michael L. Tushman, David Kiron and Wendy Smith
IBM Canada Global Services is losing shares in a stagnant information technology market. A new leader must overcome a senior team rife with internal conflict and change internal processes to drive innovation streams. The leader struggles to build an ambidextrous... View Details
Keywords: Leading Change; Organizational Change and Adaptation; Change Management; Management Teams; Innovation and Management; Conflict Management; Groups and Teams; Service Industry; Canada
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  • April 2003
  • Case

IBM Canada: Global Services (B)

By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
Keywords: Leading Change; Technological Innovation; Organizational Change and Adaptation; Change Management; Management Teams; Information Technology; Organizational Structure; Information Technology Industry; Canada
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  • April 2003
  • Case

IBM Canada: Global Services (C)

By: Michael L. Tushman, David Kiron and Wendy Smith
Supplements the (A) case. View Details
Keywords: Leading Change; Technological Innovation; Organizational Change and Adaptation; Change Management; Management Teams; Information Technology; Organizational Structure; Information Technology Industry; Canada
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  • April 2003
  • Article

Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

By: Mary J. Benner and Michael L. Tushman
We develop a contingency view of process management's influence on both technological innovation and organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent... View Details
Keywords: Management; Problems and Challenges
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  • 2003
  • Working Paper

Innovation Streams and Ambidextrous Organizational Designs: On Building Dynamic Capabilities

By: Michael Tushman, Wendy Smith, Robert Wood, George Westerman and Charles O'Reilly
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  • 2003
  • Other Teaching and Training Material

Leadership, Culture, and Change: Lou Gerstner, IBM

By: M. Tushman
Keywords: Leadership; Change; Culture
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  • 2003
  • Tool

Leading Change and Organizational Renewal CD Set

By: Michael L. Tushman and Charles A. O'Reilly
Keywords: Leading Change; Organizational Change and Adaptation
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  • December 2002
  • Article

Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries

By: Mary J. Benner and Michael Tushman
Keywords: Management; Information Technology; Innovation and Invention; Arts
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  • September 2002
  • Article

A Structural Approach to Assessing Innovation: Construct Development of Innovation Locus, Type and Characteristics

By: Hubert Gatignon, Michael L. Tushman, Wendy Smith and Philip Anderson
Keywords: Growth and Development
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  • 2002
  • Comment

Designs, Technology Cycles, and Organizational Outcomes

By: George Westerman and Michael L. Tushman
Keywords: Organizational Design; Information Technology; Organizational Change and Adaptation; Outcome or Result
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  • 2002
  • Chapter

Dominant Designs, Technology Cycles, and Organizational Outcomes

By: Michael L. Tushman and Johann Peter Murmann
Keywords: Organizational Design; Information Technology; Outcome or Result
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