Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve.
Michael L. Tushman is a Professor of Business Administration at Harvard Business School. Charles A. O'Reilly III is the Frank E. Buck Professor of Human Resources Management and Organizational Behavior at Stanford University Graduate School of Business.
Preface and Acknowledgements 1. The Tyranny of Success 2. Ambidextrous Organizations: Leading Evolutionary and Revolutionary Change 3. Defining Problems and Opportunities: A Foundation for Success 4. Managerial Problem Solving: A Congruence Approach A Practical Guide to Using the Congruence Model 5. Leveraging Culture for Innovation and Competitive Advantage A Practical Guide to Diagnosing Culture 6. Shaping Organizational Culture 7. Managing Innovation Streams in Ambidextrous Organizations 8. Implementing Strategic Change 9. Winning through Innovation Notes Bibliography Index About the Authors