Michael L. Tushman

Last updated
Michael L. Tushman
Born1947
Alma mater Northeastern University
Cornell University
Massachusetts Institute of Technology
OccupationAcademic
Employer Harvard Business School

Michael L. Tushman (born 1947) is an American organizational theorist, management adviser, and Professor of Business Administration at Harvard Business School. He is known for his early work on organizational design with David A. Nadler, [1] and later work on disruptive innovation, organizational environments, [2] and organizational evolution. [3] He is also co-founder and director of Change-Logic, a consulting firm based in Boston, US. [4]

Contents

Biography

Tushman obtained his BS in electrical engineering in 1970 at Northeastern University, and his MS in Organizational Behavior in 1972 at Cornell University. His graduate studies were at the Massachusetts Institute of Technology, where he obtained his PhD in Organization Studies in 1976. His thesis was entitled "Communications in Research and Development Organizations: An Information Processing Perspective," and his thesis committee consisted of Ralph Katz, Paul Lawrence and Edgar Schein. [5]

After his graduation in 1976 Tusman started his academic career as an assistant professor of business at Columbia Business School, and eventually became an associate professor of business. In 1983 he was appointed professor of management, and from 1989 to 1998, was the Phillip Hettleman Professor of Management. In 1998 he moved to Harvard Business School, where he was appointed professor of management, and since 1999, the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration. Over the years he was a visiting professor at MIT Sloan School of Management in 1982-83 and 1996; at INSEAD in 1995–98, and at Bocconi University in 2010–11. [5]

In 1996 Tushman was elected Fellow of the Academy of Management; in 2005, Tushman was named Lecturer of the Year at CHAMPS, Chalmers University of Technology; in 2008 he received an honorary doctorate from the University of Geneva, where he was commended by the university as a scholar internationally recognized for his work on the relationships between technological change and organizational evolution; in 2011 he was given the Sumantra Ghoshal Award for Rigour & Relevance in the Study of Management from London Business School; in 2013 he was awarded the Academy of Management Career Achievement Award for Distinguished Scholarly Contributions to Management; also in 2013 he won the Academy of Management Review Decade Award for his paper with Mary J. Benner, “Exploitation, Exploration and Process Management: The Productivity Dilemma Revisited" (Academy of Management Review, 2003); In 2014 he was honored with the Lifetime Achievement Award from the American Society for Training and Development (ASTD), and also in 2014, Tushman was recognized as a Foundational Scholar in the Knowledge and Innovation Group of the Strategic Management Society . [5]

Selected publications

Related Research Articles

Edgar Henry Schein was a Swiss-born American business theorist and psychologist who was professor at the MIT Sloan School of Management. He was a foundational researcher in the discipline of organizational behavior, and made notable contributions in the field of organizational development in many areas, including career development, group process consultation, and organizational culture. He was the son of former University of Chicago professor Marcel Schein.

<span class="mw-page-title-main">Strategic management</span> Planning for a companys responses to external issues

In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.

<span class="mw-page-title-main">C. K. Prahalad</span> Indian-American Strategist, educator and author

Coimbatore Krishnarao Prahalad was an Indian-American entrepreneur and author.

Constantinos C. Markides is a Cypriot management educator and, since 1990, the Robert P. Bauman Professor of Strategic Leadership at London Business School. He is known for his work on strategic disruption and business models which is particularly illustrated in his book Game Changing Strategies published in 2008. He was listed among the Forbes.com list of Most Influential Management Gurus (2009).

Richard A. D'Aveni is an American academic, thought leader, business consultant, bestselling author and the Bakala Professor of Strategy at the Tuck School of Business at Dartmouth College. He is best known for creating a new paradigm in business strategy and coining the term “hypercompetition” which led Fortune to liken him to a modern version of Sun Tzu.

Frederic Michael Scherer is an American economist and expert on industrial organization. Since 2006, he continues as a professor of economics at the JFK School of Government at Harvard University.

Dominant design is a technology management concept introduced by James M. Utterback and William J. Abernathy in 1975, identifying key technological features that become a de facto standard. A dominant design is the one that wins the allegiance of the marketplace, the one to which competitors and innovators must adhere if they hope to command significant market following.

<span class="mw-page-title-main">Rita Gunther McGrath</span> American strategic management scholar

Rita Gunther McGrath is an American strategic management scholar and professor of management at the Columbia Business School. She is known for her work on strategy, innovation, and entrepreneurship, including the development of discovery-driven planning.

<span class="mw-page-title-main">Frank T. Rothaermel</span> American academic

Frank T. Rothaermel is a professor in the Scheller College of Business at the Georgia Institute of Technology and an Alfred P. Sloan Industry Studies Fellow. He holds the Russell and Nancy McDonough Chair of Business.

<span class="mw-page-title-main">Georg von Krogh</span>

Georg von Krogh is a Norwegian organizational theorist and Professor at the Swiss Federal Institute of Technology in Zurich and holds the Chair of Strategic Management and Innovation. He also serves on Strategy Commission at ETH Zurich.

David B. Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School (HBS).

Organizational ambidexterity refers to an organization's ability to be efficient in its management of today's business and also adaptable for coping with tomorrow's changing demand. Just as being ambidextrous means being able to use both the left and right hand equally, organizational ambidexterity requires the organizations to use both exploration and exploitation techniques to be successful.

Satish Nambisan is the Nancy and Joseph Keithley Professor of Technology Management at the Weatherhead School of Management, Case Western Reserve University.

Toke Reichstein is a Danish economist and Professor at Copenhagen Business School. He is best known for his work on "Investigating the sources of process innovation among UK manufacturing firms."

Alan Pilkington is a British engineer and researcher known for his work in technology management, operations management, Manufacturing strategy and enterprise engineering. He has been a professor at the Copenhagen Business School, Hult International Business School and S P Jain School of Global Management. He is currently Professor of Technology Management at Westminster Business School in London. He is past chair of the IEEE Technology Management Council for the UK and Republic of Ireland joint chapter on engineering management.

Yves Doz is a French academic. He is a professor of strategic management at INSEAD, where he holds the Solvay Chaired Professorship of Technological Innovation, and is a Fellow of CEDEP. His research interests focus on innovation, the strategy and organization of multinational corporations, strategic alliances, and on how business organizations can develop the capability to adapt quickly to changes in competitive environments. More recently, he has been working with a number of national governments on strategic adaptability and agility. He is the author of numerous books and articles, which include the first comprehensive book on strategic alliances, co-authored with Gary Hamel, and the Multinational Mission, co-authored with CK Prahalad.

Christopher A. Bartlett is an Australian organizational theorist, and Emeritus Professor of Business Administration at the Harvard Business School, known for his work on multinational corporation and transnational management with Sumantra Ghoshal.

David A. Nadler (1948–2015) was an American organizational theorist, consultant and business executive, known for his work with Michael L. Tushman on organizational design and organizational architecture.

Dr. Carliss Y. Baldwin is an American economist and the William L. White Professor of Business Administration at Harvard Business School. Her book on modularity in complex technological systems, Design Rules, published in 2000 and co-written with Kim B. Clark, has been called "a landmark book" that has impacted research on organization theory, competitive strategy, and innovation.

Charles A. O'Reilly III is an American academic. He is the Frank E. Buck Professor of Management at the Stanford Graduate School of Business. He is the co-author of three books and a number of case studies as well as the co-editor of a fourth book.

References

  1. ↑ Daft, Richard L., and Robert H. Lengel. "Organizational information requirements, media richness and structural design." Management science 32.5 (1986): 554-571.
  2. ↑ Schein, Edgar H. Organizational culture and leadership. Vol. 2. John Wiley & Sons, 2010.
  3. ↑ Huber, George P. "Organizational learning: The contributing processes and the literatures." Organization science 2.1 (1991): 88-115.
  4. ↑ Change-Logic Website
  5. 1 2 3 Michael L. Tushman: CV, at people.hbs.edu, November 2014. Accessed 04.02.2014
This page is based on this Wikipedia article
Text is available under the CC BY-SA 4.0 license; additional terms may apply.
Images, videos and audio are available under their respective licenses.