Publications

22 Aug 2005
Research & Ideas

Balancing the Future Against Today’s Needs

Urquhart, GE Commercial Finance Stanford Graduate School of Business professor Charles A. O'Reilly III and Harvard Business School professor... View Details

Keywords: by Paul Michelman

10 Sep 2020
Research & Ideas

The COVID Two-Step for Leaders: Protect and Pivot

things. Companies then compensate for this separation with integration at the senior management level, ensuring alignment at the top. As Charles A. O’Reilly III and Michael L.... View Details

Keywords: by Boris Groysberg and Katherine Connolly Baden

02 Oct 2013
What Do You Think?

Is Leadership an Increasingly Difficult Balancing Act?

management. While acknowledging the growing entrepreneurial demands on leadership, others also recognize the need to simultaneously defend "sustainable competitive advantage." The concept of ambidexterity championed by Michael... View Details

Keywords: by James Heskett

2021
Book

Lead and Disrupt: How to Solve the Innovator's Dilemma

By: Charles A. O'Reilly III and Michael Tushman

Why do successful firms find it so difficult to adapt in the face of change—to innovate? In the past ten years, the importance of this question has increased as more industries and firms confront disruptive change. The pandemic has accelerated this crisis, collapsing... View Details

Keywords: Organization Change And Adaptation; Organizational Change and Adaptation; Disruptive Innovation; Innovation and Management; Leading Change

April 2004
Article

The Ambidextrous Organization

By: Charles A. O'Reilly III and Michael L. Tushman

Keywords: Organizations

18 Sep 2007
First Look

First Look: September 18, 2007

exploit mature products and markets (e.g., mainframe computers, middleware). Research and Relevance: Implications of Pasteur's Quadrant for Doctoral Programs and Faculty Development Authors:Michael Tushman and Charles View Details

Keywords: Martha Lagace

26 Jan 2016
First Look

January 26, 2016

core markets, while also winning in new domains. Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption. Charles A. View Details

Keywords: Sean Silverthorne

22 Jun 2010
First Look

First Look: June 22

Chapman Wood, George Westerman, and Charles A. O'Reilly III Publication:Industrial and Corporate Change (forthcoming) Abstract This article... View Details

Keywords: Martha Lagace

11 Dec 2012
First Look

First Look: Dec. 11

Back, Moving Forward: A Review of Group and Team-Based Research, edited by Margaret A. Neale and Elizabeth A. Mannix, 359-381. Emerald Group Publishing, 2012 Abstract... View Details

Keywords: Sean Silverthorne

Winter 2014
Article

The Art of Strategic Renewal

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

In recent years, we have seen well-established companies such as Kodak, Blockbuster, Nokia, and BlackBerry pushed to the brink by smart competitors and changes in their industries. In each case, there were opportunities to act before a crisis engulfed the organization.... View Details

Keywords: Organizational Change and Adaptation

07 Oct 2008
First Look

First Look: October 7, 2008

answered the right question poorly (Study 2). Download the paper: http://www.hbs.edu/research/pdf/09-048.pdf Concentration Levels in the U.S. Advertising and Marketing Services Industry: Myth vs. Reality Authors:Alvin J. Silk and Charles... View Details

Keywords: Martha Lagace

November 2013
Article

Organizational Ambidexterity: Past, Present and Future

By: Charles A. O'Reilly III and Michael Tushman

Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where... View Details

Keywords: Organizational Ambidexterity; Organization Design; Innovation; Leadership; Organizational Design; Innovation and Invention

Read Now

June 2000
Teaching Note

Morgan Stanley: Becoming a "One-Firm" Firm and The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley TN

By: M. Diane Burton, Thomas J. DeLong and Charles A. O'Reilly III

Teaching Note for (9-400-043) and (9-498-053). View Details

Article

Organizational Ambidexterity in Action: How Managers Explore and Exploit

By: Charles A. O'Reilly III and Michael L. Tushman

Dynamic capabilities have been proposed as a useful way to understand how organizations are able to adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to seize opportunities through the orchestration and integration... View Details

Keywords: Decision Choices and Conditions; Management Practices and Processes; Resource Allocation; Organizational Change and Adaptation; Organizational Design; Opportunities

2022
Book

Corporate Explorer: How Corporations Beat Startups at the Innovation Game

By: Andrew Binns, Charles A. O'Reilly III and Michael Tushman

Innovation used to be seen as a game best left to entrepreneurs, but now a new breed of corporate managers is flipping this logic on its head. These Corporate Explorers have the insight, resilience, and discipline to overcome the obstacles and build new ventures from... View Details

Keywords: Organization Change And Adaptation; Disruptive Innovation; Organizational Change and Adaptation; Innovation and Management; Leading Change