H-Index & Metrics Top Publications

H-Index & Metrics

Discipline name H-index Citations Publications World Ranking National Ranking
Business and Management H-index 81 Citations 90,612 151 World Ranking 35 National Ranking 21

Research.com Recognitions

Awards & Achievements

Dean of Fellow, Academy of Management

Overview

What is he best known for?

The fields of study he is best known for:

  • Management
  • Law
  • Social science

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 most cited work include:

  • Technological Discontinuities and Organizational Environments (4589 citations)
  • Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change: (3001 citations)
  • Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2774 citations)

What are the main themes of his work throughout his whole career to date?

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.

He most often published in these fields:

  • Knowledge management (35.74%)
  • Management (12.85%)
  • Organizational architecture (12.45%)

What were the highlights of his more recent work (between 2010-2021)?

  • Knowledge management (35.74%)
  • Open innovation (6.43%)
  • Organizational architecture (12.45%)

In recent papers he was focusing on the following fields of study:

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.

Between 2010 and 2021, his most popular works were:

  • Organizational Ambidexterity: Past, Present, and Future (817 citations)
  • External Communication and Project Performance: An Investigation Into the Role of Gatekeepers (472 citations)
  • Meta‐organization design: Rethinking design in interorganizational and community contexts (343 citations)

In his most recent research, the most cited papers focused on:

  • Management
  • Law
  • Social science

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.

This overview was generated by a machine learning system which analysed the scientist’s body of work. If you have any feedback, you can contact us here.

Top Publications

Technological Discontinuities and Organizational Environments

Michael L. Tushman;Philip Anderson.
Administrative Science Quarterly (1986)

8966 Citations

Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change:

Michael L. Tushman;Charles A. O'Reilly.
California Management Review (1996)

5943 Citations

Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited

Mary J. Benner;Michael L. Tushman.
Academy of Management Review (2003)

5403 Citations

Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change

Philip Anderson;Michael L. Tushman.
Administrative Science Quarterly (1990)

4648 Citations

Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation

Michael L. Tushman;Elaine Romanelli.
Research in Organizational Behavior (1985)

4145 Citations

The ambidextrous organization.

Charles A. O'Reilly;Michael L. Tushman.
Harvard Business Review (2004)

3192 Citations

Information Processing as an Integrating Concept in Organizational Design.

Michael L. Tushman;David A. Nadler.
Academy of Management Review (1978)

3133 Citations

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

Michael L. Tushman;Charles A. O'Reilly.
(1997)

2677 Citations

Ambidexterity as a dynamic capability: Resolving the innovator's dilemma

Charles A. O’Reilly;Michael L. Tushman.
Research in Organizational Behavior (2008)

2604 Citations

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Sebastian Raisch;Julian Birkinshaw;Gilbert Probst;Michael L. Tushman.
Organization Science (2009)

2424 Citations

Profile was last updated on December 6th, 2021.
Research.com Ranking is based on data retrieved from the Microsoft Academic Graph (MAG).
The ranking h-index is inferred from publications deemed to belong to the considered discipline.

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