Dean of Fellow, Academy of Management
His main research concerns Knowledge management, Ambidextrous organization, Ambidexterity, Organizational architecture and Management. His Knowledge management research incorporates themes from Organizational structure, Competitive advantage and Organizational culture. His Organizational structure study integrates concerns from other disciplines, such as Business studies and Organizational learning.
The concepts of his Ambidextrous organization study are interwoven with issues in Quality, Operations management, Organizational theory and Process management. Michael L. Tushman has researched Ambidexterity in several fields, including Creativity, Exploitative learning, Dynamic capabilities and Dilemma. His Management study combines topics from a wide range of disciplines, such as Autonomy, Emerging technologies and Presentation.
His primary areas of investigation include Knowledge management, Management, Organizational architecture, Public relations and Organizational learning. Many of his research projects under Knowledge management are closely connected to Exploit with Exploit, tying the diverse disciplines of science together. He merges many fields, such as Innovation management and Technological change, in his writings.
He studies Ambidextrous organization, a branch of Ambidexterity. Organizational architecture is often connected to Management science in his work. Michael L. Tushman works mostly in the field of Organizational learning, limiting it down to topics relating to Organizational performance and, in certain cases, Process management, as a part of the same area of interest.
His primary scientific interests are in Knowledge management, Open innovation, Organizational architecture, Public relations and Ambidexterity. Michael L. Tushman integrates Knowledge management with Technological change in his study. His Open innovation study combines topics in areas such as Aeronautics and Organizational theory.
His research in Organizational architecture intersects with topics in Organizational effectiveness and Marketing, Strategic management. His studies deal with areas such as Interpersonal communication, Management and Boundary spanning as well as Public relations. His Ambidexterity research is multidisciplinary, incorporating perspectives in Autonomy, Control, Emerging technologies and Flexibility.
Michael L. Tushman mainly investigates Knowledge management, Organizational architecture, Marketing, Open innovation and Process management. Michael L. Tushman applies his multidisciplinary studies on Knowledge management and Technological change in his research. Michael L. Tushman combines subjects such as Ambidexterity, Strategic management and Organizational learning with his study of Organizational architecture.
His research integrates issues of Collective action, Credit card and Commerce in his study of Marketing. His Open innovation research includes themes of Organizational structure and Organizational theory. The study incorporates disciplines such as Process management, Field, Operations management and Dilemma in addition to Process management.
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Technological Discontinuities and Organizational Environments
Michael L. Tushman;Philip Anderson.
Administrative Science Quarterly (1986)
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change:
Michael L. Tushman;Charles A. O'Reilly.
California Management Review (1996)
Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited
Mary J. Benner;Michael L. Tushman.
Academy of Management Review (2003)
Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change
Philip Anderson;Michael L. Tushman.
Administrative Science Quarterly (1990)
Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation
Michael L. Tushman;Elaine Romanelli.
Research in Organizational Behavior (1985)
The ambidextrous organization.
Charles A. O'Reilly;Michael L. Tushman.
Harvard Business Review (2004)
Information Processing as an Integrating Concept in Organizational Design.
Michael L. Tushman;David A. Nadler.
Academy of Management Review (1978)
Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal
Michael L. Tushman;Charles A. O'Reilly.
Ambidexterity as a dynamic capability: Resolving the innovator's dilemma
Charles A. O’Reilly;Michael L. Tushman.
Research in Organizational Behavior (2008)
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Sebastian Raisch;Julian Birkinshaw;Gilbert Probst;Michael L. Tushman.
Organization Science (2009)
Profile was last updated on December 6th, 2021.
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