Person: Tushman, Michael
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Tushman
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Michael
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Tushman, Michael
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Publication Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms(2017-06-28) Raffaelli, Ryan; Glynn, Mary Ann; Tushman, MichaelWhy do incumbent firms so frequently reject non-incremental innovations? One reason is due to the firm’s top management team’s (TMT) lack of frame flexibility, i.e., an inability to expand the organization’s categorical boundaries so as to encompass a wider range of emotionally resonate capabilities in the context of innovative change. For incumbent firms, we argue that the way the TMT cognitively thinks about, and emotionally frames, non-incremental innovation and organizational capabilities drives innovation adoption. We show that frame flexibility is both cognitive, through claimed beliefs and understandings, and emotional, through claimed appeals to feelings and aspirations. First, we reexamine an assumption that cognitive frames are static and suggest how they evolve to become flexible – via shifts in perceived categorical hierarchies and in the ability to reconcile incompatible organizational capabilities. Second, we theorize and attend to the role of emotional frames in innovation adoption. Thus, we advance a model that articulates how cognitive and emotional framing affects the likelihood of non-incremental innovation adoption and, over time, the breadth of the organization’s innovation practices. We delineate these processes, as well as the internal and external contingencies that influence them, and offer directions for future research.Publication Meta-Organizational Design: Rethinking Design in Inter-Organizational and Community Contexts(2012) Gulati, Ranjay; Puranam, Phanish; Tushman, MichaelThis paper provides conceptual foundations for analyzing organizations comprising multiple legally autonomous entities, which we call meta-organizations. We assess the antecedents of the emergence of such collectives and the design choices they entail. The paper identifies key parameters on which such meta-organizations' designs differ from each other. It also presents a taxonomy that elucidates how such forms of collective action vary and the constraints they must address to be successful. We conclude with implications for research on meta-organizational design.Publication Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later(Academy of Management, 2015-10) Benner, Mary J.; Tushman, MichaelThis article reflects on our 2003 article, "Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited," which received the Academy of Management Review's Best Article Award in 2003 and Decade Award in 2013. We consider the context within which we wrote the original article, with particular reference to the theoretical, empirical, and managerial problems salient at that time, and comment on the likely reasons the article has had a sustained influence in the field. Looking forward, we first ask whether the paradoxes and inconsistencies we discussed are still fundamental organizational challenges, and then go further to consider ways the domain of innovation itself has changed. We suggest that because of fundamental shifts in communication and information processing costs and the increasing modularity of products and services, the nature and locus of innovation have changed over the past decade. These secular trends have profound implications for our theories of innovation and organizations. Our extant theory and research are increasingly uncoupled from the phenomena. We would be well served to revisit the nature, locus, and basic processes of innovation.Publication The Translucent Hand of Managed Ecosystems: Engaging Communities for Value Creation and Capture(Academy of Management, 2022-01) Altman, Elizabeth J.; Nagle, Francis; Tushman, MichaelManagement research has increasingly explored the domains of ecosystems, platforms, and open/user/distributed innovation—governance structures focused on engaging with external communities. While these research areas include substantial empirical and theoretical work and share notable similarities, the literature streams have evolved separately limiting our ability to understand underlying mechanisms and dynamics. We comprehensively review these distinct literatures to highlight commonalities and induce novel insights. We introduce the overarching concept of the managed ecosystem governance structure through which an organization engages external communities for value creation and capture such that the locus of activity resides outside organizational boundaries while the locus of control remains within the organization. It represents a translucent hand between the invisible hand of the market and visible hand of the organizational hierarchy. Because the extant literature only lightly addresses incumbent organizations transitioning to these models and rarely touches upon those operating with multiple governance structures simultaneously, we further review and synthesize research on organizational adaptation and ambidexterity. From this integrative review, we identify capabilities to execute managed ecosystems including shepherding communities without exploiting them, managing data and intellectual property, ecosystem-driven open adaptation, and ambidextrous governance. We additionally present opportunities for future research across these research domains.