Managing Strategic Innovation and Change: A Collection of Readings

by Michael L. Tushman, Philip C. Anderson

This book shows the links among innovation, organizational architecture, executive teams, and managing change. The 41 articles that are included in this book have been carefully chosen from the current literature, with an introductory essay by the authors in which they show how the diagnostic model is applied to the problem of managing innovation. In the introductory essay, the authors highlight themes recurring throughout the book, such as the systems nature of technology, the importance of history and path dependence, the cross-functional nature of innovation management, the paradox between efficiency and adaptability, and the role of executive leadership in managing through turbulence. The introduction provides a helpful road map that offers a coherent rationale for studying innovation management. All modules in the book have editorial introductions that help to reinforce the links among technology, organizational architectures, and executive and managing teams. Introductions are also included for each chapter, explaining the fundamental point each reading raises and how it is integrated within the rest of the book. Managing Strategic Innovation and Change also features readings on topics including technological evolution, technology strategy, globalization, and orgranizational learning, offering a complete set of readings on the management of innovation.

672 pages, Hardcover

First published August 22, 1996

About the author

Michael Tushman is Baker Foundation Professor, Paul R. Lawrence, MBA Class of 1942 Professor Emeritus, and Charles (Tex) Thornton Chair of the Advanced Management Program (AMP) at the Harvard Business School. He is also a co-founder of Change Logic. Mike is an active business consultant and educator, working with CEOs and senior teams around the world.

In addition to AMP, he is faculty co-chair of Leading Change and Organizational Renewal and is a former Faculty Chair for HBS’s Program
for Leadership Development (PLD). He also teaches in the Harvard Business Analytics Program, Harvard’s first cross-university and online executive program.

Mike was awarded the Academy of Management’s Career Achievement Award for Distinguished Scholarly Contributions to Management. His publications include Lead and Disrupt (2016; second edition publishing in September 2021) and Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change (2002), both with Charles O’Reilly; Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation (with D. Hambrick and D. Nadler, 1998); Competing by Design: A Blueprint for Organizational Architectures (with D. Nadler, 1998); and Managing Strategic Innovation: A Collection of Readings (with P. Anderson, 2004). Mike was previously on the faculty of the Graduate School of Business, Columbia University, and has been a visiting professor at the Massachusetts Institute of Technology and Institut Européen d’Administration des Affaires (INSEAD).

Mike holds degrees from Northeastern University (BSEE), Cornell University (MS), and the Sloan School of Management at MIT (PhD). He received an honorary doctorate from the University of Geneva. He has supervised many doctoral students and was elected a Fellow of the Academy of Management.