Publications

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Article

Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change

By: A. Tucker and A. Edmondson

The importance of hospitals learning from their failures hardly needs to be stated. Not only are matters of life and death at stake on a daily basis, but also an increasing number of U.S. hospitals are operating in the red. This article reports on in-depth qualitative... View Details

Keywords: Health Care and Treatment; Health Industry

October 2003 (Revised November 2003)
Module Note

Organizing to Learn Module Note

By: Amy C. Edmondson

Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The... View Details

Keywords: Learning; Business Strategy

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

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

January 2002 (Revised June 2002)
Background Note

A Note on Building and Leading Your Senior Team

By: Linda A. Hill and Maria Farkas

As performance demands intensify in fast-moving global markets, more executives are coming to rely on senior teams for strategic and operational assistance. Team building with powerful senior executives presents special challenges, including competition for their boss'... View Details

Keywords: Talent and Talent Management; Globalized Markets and Industries; Selection and Staffing; Leadership; Management Teams; Operations; Organizational Culture; Rank and Position; Strategy

October 2001 (Revised November 2002)
Case

Herman Miller(B): Creating Innovation Streams

By: Sandra J. Sucher and Stacy McManus

In 1997, Mike Volkema faced the difficulty of attempting to revitalize a once dynamic organization. Volkema wondered how he could incorporate advances made within subsidiaries, such as Miller SQA's business model innovation, into the company as a whole while also... View Details

Keywords: Innovation and Invention; Innovation and Management; Product Design; Product Development; Product; Supply Chain Management; Business Model; Service Delivery; Customer Value and Value Chain; Manufacturing Industry; Consumer Products Industry

2001
Article

From Guilford to Creative Synergy: Opening the Black Box of Team Level Creativity

By: T. R. Kurtzberg and T. M. Amabile

Previous research, from Guilford's founding tradition to more modern research on individual creativity and general group processes, falls short of adequately describing team-level creativity. Alhough researchers have addressed brainstorming in groups with mixed... View Details

Keywords: Creativity; Groups and Teams; Theory; Research; Organizational Culture

1994
Book

Contrived Competition: Regulation and Deregulation in America

By: Richard H. K. Vietor

This book explains how four major firms--American Airlines, El Paso Natural Gas, AT&T, and Bank America--and their respective managements were challenged by the deregulation of markets starting in the late 1970s. The four stories illustrate the dynamic process of... View Details

Keywords: Governing Rules, Regulations, and Reforms; United States

January 1994 (Revised March 1995)
Background Note

Power Dynamics in Organizations

By: Linda A. Hill

Designed to introduce the concepts of power and power dynamics to students in the MBA second-year elective course Power and Influence. Defines "power" and "influence," and explores the role of power dynamics in managerial work and in the life of organizations. Combats... View Details

Keywords: Power and Influence; Organizations; Conflict and Resolution

1998
Chapter

Commentary: Strategic Flexibility, Firm Organization, and Managerial Work in Dynamic Models

By: C. A. Bartlett

Keywords: Corporate Strategy; Organizational Change and Adaptation; Business or Company Management; Management Practices and Processes

April 1993 (Revised May 1994)
Case

General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (A)

By: F. Warren McFarlan and Katherine Seger

Designed to generate discussion on the issues of outsourcing from the perspective of a firm thinking about turning over its IS activities to a third-party vendor. View Details

Keywords: Management Systems; Management Style; Information Technology; Job Cuts and Outsourcing; Business Strategy; Economic Systems; Business or Company Management; Organizational Change and Adaptation; Business Processes; Employment; Emerging Markets; Activity Based Costing and Management; Information Technology Industry; Consulting Industry

April 1993 (Revised December 2001)
Case

General Dynamics and Computer Sciences Corporation: Outsourcing the IS Function (B)

By: F. Warren McFarlan and Katherine Seger

Designed to look at outsourcing from the perspective of a major computer services company trying to get into the business. View Details

Keywords: Communication Technology; Business Startups; Business Plan; Business Strategy; Job Cuts and Outsourcing; Financial Management; Management Teams; Communication Strategy; Organizational Design; Product Design; Accounting; Activity Based Costing and Management; Computer Industry; Information Technology Industry

Teaching Interest

Leadership and Organizational Behavior (LEAD)

By: Ethan S. Bernstein

Professor Bernstein taught Leadership and Organizational Behavior (LEAD) from 2013-2016 (7 sections). This course focuses on how managers become effective leaders by addressing the human side of enterprise.

The course is divided into five modules:View Details

Keywords: Leadership; Organizations; Personal Development and Career; Relationships; Communication

2025
Chapter

Leapfrog Leaders: Accelerating Systems Leadership Skills

By: Laura Cabrera, Derek Cabrera and Hise O. Gibson

We need leaders who can execute at the Strategic, Operational, and Tactical (SOT) levels. But, research shows it takes time for skills to develop at all three levels—too much time. Why does it take too much time? First, because expertise is borne of experience. An... View Details

Keywords: DSRP; VCML; Strategy; Operations; Leadership Development; Decision Making; Organizational Structure