Continuing the emerging tradition of the Knowledge and Innovation (K&I) Interest Group at the Strategic Management Society (SMS) Conference to interview foundational scholars in strategic management, we invited Professor Michael Tushman from Harvard Business School (HBS) as our guest of honor this year. The interview provided a rare opportunity to get behind the scenes of the author’s much celebrated scholarly contribution to the field as well as his responses to some of the new findings within and across his work over time.
AbernathyW. J. (1978). The productivity dilemma: Roadlock to innovation in the automobile industry. Baltimore, MD: Johns Hopkins University Press.
2.
AdlerP. S.GoldoftasB.LevineD. I. (1999). Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 10, 43-68.
3.
AllenT. J.LeeD.TushmanM. L. (1980). R&D performance as a function of internal communication, project management, and the nature of the work. IEEE Transactions on Engineering Management, EM-27(1), 2-12. .
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AllenT. J.TushmanM. L.LeeD. M. (1979). Technology transfer as a function of position in the spectrum from research through development to technical services. Academy of Management Journal, 22, 694-708.
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AndersonP.TushmanM. L. (1990). Technological discontinuities and dominant designs: A cyclical model of technological change. Administrative Science Quarterly, 35, 604-633.
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BennerM. J.TushmanM. L. (2002). Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47, 676-707.
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BennerM. J.TushmanM. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238-256.
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ChesbroughH. W.BrunswickerS. (2013). Managing open innovation in large firms: Survey report—Executive survey on open innovation 2013. Stuttgart, DE: Fraunhofer Verlag.
9.
DavisG. F. (2014). Celebrating organization theory: The after-party. Journal of Management Studies. Advance online publication. doi:10.1111/joms.12094
10.
EldredgeN.GouldS. J. (1972). Punctuated equilibria: An alternative to phyletic gradualism. In SchopfT. J. M. (Ed.), Models in paleobiology (pp. 82-115). San Francisco, CA: Freeman, Cooper.
11.
GreinerL. E.BhambriA.CummingsT. G. (2003). Searching for a strategy to teach strategy. Academy of Management Learning & Education, 2, 402-420.
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GulatiR.PuranamP.TushmanM. (2012). Meta-organization design: Rethinking design in interorganizational and community contexts. Strategic Management Journal, 33, 571-586.
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HoskissonR. E.HittM. A.WanW. P.YiuD. (1999). Theory and research in strategic management: Swings of a pendulum. Journal of Management, 25, 417-456.
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KatzR.TushmanM. L. (1979). Communication patterns, project performance, and task characteristics: An empirical evaluation and integration in an R&D setting. Organizational Behavior and Human Performance, 23, 139-162.
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KatzR.TushmanM. L. (1981). An investigation into the managerial roles and career paths of gatekeepers and project supervisors in a major R&D facility. R&D Management, 11, 103-110.
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KatzR.TushmanM. L. (1983). A longitudinal study of the effects of boundary spanning supervision on turnover and promotion in research and development. Academy of Management Journal, 26, 437-456.
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KeckS. L.TushmanM. L. (1993). Environmental and organizational context and executive team structure. Academy of Management Journal, 36, 1314-1344.
18.
LakhaniK. R.Lifshitz-AssafH.TushmanM. (2013). Open innovation and organizational boundaries: Task decomposition, knowledge distribution and the locus of innovation. In GrandoriA. (Ed.), Handbook of Economic Organization: Integrating Economic and Organization Theory (pp. 355-382). Northampton, MA: Edward Elgar Publishing. .
19.
LavieD.StettnerU.TushmanM. L. (2010). Exploration and exploitation within and across organizations. Academy of Management Annals, 4, 109-155.
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LounsburyM.BeckmanC. M. (2014). Celebrating organization theory. Journal of Management Studies. Advance online publication. doi:10.1111/joms.12091
21.
MarchJ. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71-87.
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McGrathR. G.MacMillanI. C.TushmanM. L. (1992). The role of executive team actions in shaping dominant designs: Towards the strategic shaping of technological progress. Strategic Management Journal, 13(Suppl. 2), 137-161.
23.
NadlerD. A.TushmanM. L. (1977). A diagnostic model for organizational behavior. In HackmanJ. R.LawlerE. E.PorterL. W. (Eds.), Perspectives on behavior in organizations (pp. 85-100). New York, NY: McGraw-Hill.
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NadlerD. A.TushmanM. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics, 9(2), 35-51.
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NadlerD. A.TushmanM. L. (1990). Beyond the charismatic leader: Leadership and organizational change. California Management Review, 32(2), 77-97.
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O’ReillyC. A.TushmanM. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185-206.
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O’ReillyC. A.TushmanM. L. (2013). Organizational ambidexterity: Past, present and future. Academy of Management Perspectives, 27, 324-338.
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PfefferJ.SuttonR. I. (2013). The knowing-doing gap: How smart companies turn knowledge into action. Boston, MA: Harvard Business School Press.
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PolzerJ. T.GulatiR.KhuranaR.TushmanM. L. (2009). Crossing boundaries to increase relevance in organizational research. Journal of Management Inquiry, 18, 280-286.
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RaischS.BirkinshawJ.ProbstG.TushmanM. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20, 685-695.
31.
RomanelliE.TushmanM. L. (1988). Executive leadership and organizational outcomes: An evolutionary perspective. In HambrickD. (Ed.), The executive effect: Research in executive leadership (pp. 129-146). Greenwich, CT: JAI Press.
32.
RomanelliE.TushmanM. L. (1994). Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal, 37, 1141-1166.
33.
RumeltR. P.SchendelD. E.TeeceD. (1994). Fundamental issues in strategy. In RumeltR. P.SchendelD. E.TeeceD. (Eds.), Fundamental issues in strategy (pp. 9-47). Boston, MA: Harvard Business School Press.
34.
SmithW. K.BinnsA.TushmanM. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43, 448-461.
35.
SmithW. K.TushmanM. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16, 522-536.
36.
TushmanM. L. (1974). Organizational change: An exploratory study and case history. Ithaca, NY: State School of Industrial and Labor Relations, Cornell University.
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TushmanM. L. (1977a). A political approach to organizations: A review and rationale. Academy of Management Review, 2, 206-216.
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TushmanM. L. (1977b). Special boundary roles in the innovation process. Administrative Science Quarterly, 22, 587-605.
39.
TushmanM. L. (1978). Technical communication in R&D laboratories: The impact of project work characteristics. Academy of Management Journal, 21, 624-645.
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TushmanM. L. (1979a). Impacts of perceived environmental variability on patterns of work related communication. Academy of Management Journal, 22, 482-500.
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TushmanM. L. (1979b). Work characteristics and subunit communication structure: A contingency analysis. Administrative Science Quarterly, 24, 82-98.
42.
TushmanM. L. (1996). Executive succession, strategic reorientation and performance growth: A longitudinal study in the U.S. cement industry. Management Science, 42, 939-953.
43.
TushmanM. L. (2013). Winning through innovation: A practical guide to leading organizational change and renewal. Boston, MA: Harvard Business School Press.
44.
TushmanM. L.AndersonP. W. (1986). Technological discontinuities and organizational environments. Administrative Science Quarterly, 31, 439-465.
45.
TushmanM. L.KatzR. (1980). External communication and project performance: An investigation into the role of gatekeepers. Management Science, 26, 1071-1085.
46.
TushmanM. L.LakhaniK. R.Lifshitz-AssafH. (2012). Open innovation and organization design. Journal of Organization Design, 1(1), 24-27.
47.
TushmanM. L.NadlerD. A. (1982). Implications of political models of organizational behavior. In MilesR. (Ed.), Resource book in macro-organizational behavior (pp. 177-190). Santa Monica, CA: Goodyear Press.
48.
TushmanM. L.NewmanW. H.NadlerD. A. (1988). Executive leadership and organizational evolution: Managing incremental and discontinuous change. In KilmanR.CovinT. (Eds.), Corporate transformation: Revitalizing organizations for a competitive world (pp. 102-130). San Francisco, CA: Jossey-Bass .
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TushmanM. L.NewmanW. H.RomanelliE. (1986). Convergence and upheaval: Managing the unsteady pace of organizational evolution. California Management Review, 29(1), 29-44.
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TushmanM. L.O’ReillyC. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30.
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TushmanM. L.O’ReillyC. A. (2007). Research and relevance: Implications of Pasteur’s quadrant for doctoral programs and faculty development. Academy of Management Journal, 50, 769-774.
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TushmanM. L.O’ReillyC. A.FenollosaA.KleinbaumA. M.McGrathD. (2007). Relevance and rigor: Executive education as a lever in shaping practice and research. Academy of Management Learning & Education, 6, 345-362.
53.
TushmanM. L.RomanelliE. (1983). Uncertainty, social location and influence in decision making: A sociometric analysis. Management Science, 29, 12-23.
54.
TushmanM. L.RosenkopfL. (1992). Organizational determinants of technological-change-toward a sociology of technological evolution. Research in Organizational Behavior, 14, 311-347.
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TushmanM. L.RosenkopfL. (1996). Executive succession, strategic reorientation and performance growth: A longitudinal study in the US cement industry. Management Science, 42(7), 939-953.
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TushmanM. L.ScanlanT. J. (1981). Characteristics and external orientations of boundary spanning individuals. Academy of Management Journal, 24, 83-98.
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TushmanM. L.ViranyB.RomanelliE. (1985). Executive succession, strategic reorientations, and organization evolution: The minicomputer industry as a case in point. Technology in Society, 7, 297-313.
58.
ViranyB.TushmanM. L. (1986). Top management teams and corporate success in an emerging industry. Journal of Business Venturing, 1, 261-274.
59.
WalshJ. P.TushmanM. L.KimberlyJ. R.StarbuckB.AshfordS. (2007). On the relationship between research and practice debate and reflections. Journal of Management Inquiry, 16, 128-154.
