Michael L. Tushman

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, USA.[4]

Michael L. Tushman
Born1947
Alma materNortheastern University
Cornell University
Massachusetts Institute of Technology
OccupationAcademic
EmployerHarvard Business School

Biography

Tushman obtained his BS in Electrical Engineering in 1970 at the Northeastern University, and his MS in Organizational Behavior in 1972 at the Cornell University. He took his graduate studies at the Massachusetts Institute of Technology, where he obtained his PhD in Organization Studies: The Management of Innovation 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 Assistant Professor of Business at the Columbia Business School, and eventually Associate Professor of Business. In 1983 he was appointed Professor of Management, and from 1989 to 1998 was Phillip Hettleman Professor of Management. In 1998 he moved to the Harvard Business School where he was appointed Professor of Management, and is since 1999 the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration. Over the years he was Visiting Professor at the MIT Sloan School of Management in 1982-83 and 1996; at INSEAD in 1995-98, and at the 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
  • O’Reilly III, Charles A.; Tushman, Michael L. (2016). Lead and disrupt: How to solve the innovator's dilemma. Stanford, Calif: Stanford University Press. ISBN 9781522689928.
  • Tushman, Michael L., and David A. Nadler. "Information Processing as an Integrating Concept in Organizational Design." Academy of management review 3.3 (1978): 613-624.
  • Tushman, Michael L., and Philip Anderson. "Technological discontinuities and organizational environments." Administrative science quarterly (1986): 439-465.
  • Anderson, Philip, and Michael L. Tushman. "Technological discontinuities and dominant designs: A cyclical model of technological change." Administrative science quarterly (1990): 604-633.
  • Tushman, Michael L. "Winning through innovation." Strategy & Leadership 25.4 (1997): 14-19.
  • O Reilly, Charles A., and Michael L. Tushman. "The ambidextrous organization." Harvard Business Review 82.4 (2004): 74-83.
  • Tushman, Michael L., and Charles A. O’Reilly III. "Ambidextrous organizations: Managing evolutionary and revolutionary change." Managing innovation and change (2006): 170.
  • Tushman, Michael L., Wendy K. Smith, and Andrew Binns. "The Ambidextrous CEO." Harvard Business Review, 89 no. 6 (June 2011), http://hbr.org/2011/06/the-ambidextrous-ceo/ar/1
  • Binns, Andrew, J. Bruce Harreld, Charles A. O'Reilly, and Michael L. Tushman. "The Art of Strategic Renewal." MIT Sloan Management Review 55, no. 2 (Winter 2014): 21–23. http://sloanreview.mit.edu/article/the-art-of-strategic-renewal/
gollark: With electricity?
gollark: Does ubq not have a house?
gollark: We COULD steal the pub's power supply.
gollark: All bees in the area, so mine and yours.
gollark: Isn't there a citywide electrical grid?

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. Michael L. Tushman: CV, at people.hbs.edu, November 2014. Accessed 04.02.2014
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