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Book part
Publication date: 16 September 2017

Elizabeth J. Altman and Michael L. Tushman

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and…

Abstract

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

Article
Publication date: 1 April 1997

How can an executive both optimize a mature business and encourage innovation? It's not easy, as Michael L. Tushman told JBS, but it can be done.

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Abstract

How can an executive both optimize a mature business and encourage innovation? It's not easy, as Michael L. Tushman told JBS, but it can be done.

Details

Journal of Business Strategy, vol. 18 no. 4
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 April 1997

Michael L. Tushman

This article is based on Professor Tushman's well‐received presentation at the 1997 international trategic leadership conference in Washington, D.C., in April

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Abstract

This article is based on Professor Tushman's well‐received presentation at the 1997 international trategic leadership conference in Washington, D.C., in April

Details

Strategy & Leadership, vol. 25 no. 4
Type: Research Article
ISSN: 1087-8572

Open Access
Article
Publication date: 9 February 2022

Eric Zabiegalski and Michael John Marquardt

This article couples organizational theory with practice with the union of action learning and the ambidextrous organization. It aims to show how action learning…

Abstract

Purpose

This article couples organizational theory with practice with the union of action learning and the ambidextrous organization. It aims to show how action learning contributes to the creation and sustainment of an ambidextrous (learning) organization.

Design/methodology/approach

A side-by-side comparison of action learning and the ambidextrous organization was used.

Findings

Action learning “teaches” and promotes the framework and processes of ambidexterity and the practical creation of learning organizations. An action learning team in action performs like an ambidextrous organization to the extent that “acting” is synonymous with exploitation and “learning” with exploration.

Research limitations/implications

Action learning is a powerful tool for the ambidextrous organization, serving as a template for the practitioner to create a learning organization.

Originality/value

This paper extends the literature on organizational structure, leadership, culture and change as it relates to ambidexterity, learning organizations and action learning. It integrates learning theory through action learning with the practice of the ambidextrous organization. A synergistic theory/practice circle is created through the combination of the processes of “theory informing theory” from academia and “practice informing practice” from industry, creating a “theory informing practice and practice validating and updating better theory” circle.

Details

Journal of Work-Applied Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2205-2062

Keywords

Article
Publication date: 1 February 1999

Soren M. Kaplan

“To understand that a technology — and the company whose future success depends on it — will eventually face the end of its lifecycle inspires urgency for, and commitment…

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Abstract

“To understand that a technology — and the company whose future success depends on it — will eventually face the end of its lifecycle inspires urgency for, and commitment to, discontinuous innovation.”

Details

Strategy & Leadership, vol. 27 no. 2
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 1 March 2001

Prescott C. Ensign

This paper focuses on the concept of fit as a topic of research. The concept of fit has been viewed as an internal consistency among key strategic decisions or the…

Abstract

This paper focuses on the concept of fit as a topic of research. The concept of fit has been viewed as an internal consistency among key strategic decisions or the alignment between strategic choices and critical contingencies with the environment (external), organization (internal), or both (external and internal). A number of research perspectives or approaches related to fit are presented.Research design problems are discussed: definition of terms, theoretical issues, and empirical issues. Emphasis is on how key variables or dimensions of fit are defined and measured in research.

A six-celled matrix is proposed as a conceptual scheme to distinguish different perspectives of fit and to portray congruence relationships more accurately. The matrix includes three common dimensions: strategy, organization, and environment. The matrix also suggests two levels of strategy—corporate or business—and three domains of fit—external, internal, or integrated. These suggest different research perspectives for the study of fit. Examples from the literature are provided to illustrate and support this conceptual scheme. Finally, implications for management and furtherstudy are outlined.

Details

International Journal of Organization Theory & Behavior, vol. 4 no. 3/4
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 4 October 2019

John Winsor, Jin Paik, Mike Tushman and Karim Lakhani

This article offers insight on how to effectively help incumbent organizations prepare for global business shifts to open source and digital business models.

Abstract

Purpose

This article offers insight on how to effectively help incumbent organizations prepare for global business shifts to open source and digital business models.

Design/methodology/approach

Discussion related to observation, experience and case studies related to incumbent organizations and their efforts to adopt open source models and business tools.

Findings

Companies that let their old culture reject the new risk becoming obsolete if doing so inhibits their rethinking of their future using powerful tools like crowdsourcing, blockchain, customer experience-based connections, integrating workflows with artificial intelligence (AI), automated technologies and digital business platforms. These new ways of working affect how and where work is done, access to information, an organization’s capacity for work and its efficiency. As important as technological proficiency is, managing the cultural shift required to embrace transformative industry architecture – the key to innovating new business models – may be the bigger challenge.

Research limitations/implications

Findings are based on original research and case studies. Insights are theoretically, based on additional study, interviews, and research, but need to be tested through additional case studies.

Practical implications

The goal is to make the transition more productive and less traumatic for incumbent firms by providing a language and tested methods to help senior leaders use innovative technologies to build on their core even as they explore new business models.

Social implications

This article provides insights that will lead to more effective ideas for helping organizations adapt.

Originality/value

This article is based on original research and case experience. That research and experience has then been analyzed and viewed through the lens of models that have been known to work. The result is original insights and findings that can be applied in new ways to further adoption within incumbent organizations.

Details

Strategy & Leadership, vol. 47 no. 6
Type: Research Article
ISSN: 1087-8572

Book part
Publication date: 16 September 2017

Abstract

Details

Entrepreneurship, Innovation, and Platforms
Type: Book
ISBN: 978-1-78743-080-8

Article
Publication date: 1 March 2001

Laurie Larwood, Sergei Rodkin and Dean Judson

The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees…

Abstract

The need to maintain up-to-date technological skills despite an aging workforce makes it imperative that organizations increasingly focus on retraining older employees. This article develops an adult career model based on the acquisition of technological skills and gradual skill obsolescence. The model suggests the importance of retraining and provides practical implications to the development of retraining programs. Suggestions for future research are also offered.

Details

International Journal of Organization Theory & Behavior, vol. 4 no. 3/4
Type: Research Article
ISSN: 1093-4537

Article
Publication date: 18 December 2008

Kanghwa Choi and Soo W. Kim

This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm’s competences through its dynamic and reciprocal…

Abstract

This paper describes a comprehensive approach to examine how technological innovation contributes to the renewal of a firm’s competences through its dynamic and reciprocal relationship with R&D and product commercialization. Three theories of technology and innovation (the R&D and technological knowledge concept, product‐process concept, technological interdependence concept) are used to relate technology and innovation to strategic management. Based on these theories, this paper attempts to identify the dynamic relationship between product innovation and process innovation using system dynamics by investigating that aspect of the dynamic changes in the closed feedback circulation structure in which R&D investments drive the accumulation of technological knowledge.

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