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  • August 2001 (Revised June 2002)
  • Case

IBM Software Solutions (A)

By: Michael L. Tushman, Charles A. O'Reilly III and Robert Chapman Wood
Executives and managers of key IBM software units struggle to make IBM a top player in the post-mainframe era. When one software unit introduces a visionary product with potential to create a new leadership position for the firm, the result is an epic conflict in the... View Details
Keywords: Business Units; Leadership Style; Leading Change; Managerial Roles; Organizational Change and Adaptation; Conflict Management; Information Technology Industry
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  • 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
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  • 22 May 2007
  • First Look

First Look: May 22, 2007

greater success in the use of collaboration (reported in this paper). Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma Authors:Charles A. O'Reilly III... View Details
Keywords: Martha Lagace

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