Organizational designs and innovation streams

  title={Organizational designs and innovation streams},
  author={Michael L. Tushman and Wendy K. Smith and Robert Chapman Wood and George Westerman and Charles A. O'Reilly},
  journal={Industrial and Corporate Change},
This article empirically explores the relations between alternative organizational designs and a firm's ability to explore as well as exploit. We operationalize exploitation and exploration in terms of innovation streams; incremental innovation in existing products as well as architectural and/or discontinuous innovation. Based on in-depth, longitudinal data on 13 business units and 22 innovations, we describe the consequences of organization design choices on innovation outcomes as well as the… 

Figures and Tables from this paper

Ambidextrous innovation capabilities, antecedents and performance

R&D intensive firms have faced many kinds of innovation dilemmas which firms have to develop both radical innovation to tap new opportunities and incremental innovation to enhance existing

Organizational Innovations: A conceptualization of how they are created, diffused and sustained

Organizational innovations are essential for firms’ long-term competitiveness. In spite of this, there is less research on organizational innovations than on technical innovations. The purpose of

Market-driven organizational lock-in: A case study of a former first mover

ABSTRACT The article addresses the question of how an innovative firm develops from being a first mover to an innovation laggard and whether this process can be reversed. Informed by the evolutionary


A s one of the main tasks of strategic management is looking for the sources of value, contemporary organizations naturally concentrate on competitive advantage, value creation and capture (Porter,


A configurational approach to organizations assumes that structural and cultural characteristics must be in “fit” to produce the wanted outcome. With a focus on innovation, this study examines

How firms innovate: exploring the role of language in organizational innovation

While innovation is largely considered an organizational activity, a handful of studies in the organizational literature illustrate that it is individuals who innovate. Despite this, we are still

Open Innovation and Organizational Boundaries: The Impact of Task Decomposition and Knowledge Distribution on the Locus of Innovation

This paper contrasts traditional, organization-centered models of innovation with more recent work on open innovation. These fundamentally different and inconsistent innovation logics are associated

A corporate system for continuous innovation: the case of Google Inc.

Purpose – History is full of companies that were once innovative leaders but lost their innovative ability. The purpose of this paper is to explore, from a firm‐level perspective, organizational

How incentive synergy and organizational structures shape innovation ambidexterity

Purpose Organizational incentives and structures play a crucial role in realizing explorative and exploitative innovations in firms. Existing studies have neglected the role of trade-off mechanisms

Capabilities for Strategic Adaptation: Micro-Foundations, Organizational Conditions, and Performance Implications

Although dynamic capabilities occupy a central role in strategic management research, empirical studies that specifically focus on dynamic capabilities are relatively limited. Therefore, this paper



Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation

This work seeks to learn from five, ambidextrous firms that lead the product design industry and presents nested paradoxes of innovation: strategic intent, customer orientation, and personal drivers (discipline-passion), which help manage these interwoven paradoxes and fuel virtuous cycles of ambidexterity.

Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries

This research explores the impact of process management activities on technological innovation. Drawing on research in organizational evolution and learning, we suggest that as these practices reduce

A Structural Approach to Assessing Innovation: Construct Development of Innovation Locus, Type, and Characteristics

A comprehensive set of measures to assess an innovation's locus, type, and characteristics is developed and it is found that the concepts of competence destroying and competence enhancing are composed of two distinct constructs that, although correlated, separately characterize an innovation.

Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma

Abstract How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology,

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

Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997.

1 Moving Beyond Schumpeter: Management Research on the Determinants of Technological Innovation

AbstractSchumpeter’s conjecture that large monopolistic firms were the key source of innovation in modern industrial economies has been the underpinning for much work on the topic of innovation. In

Building bridges: the social structure of interdependent innovation

Multidivisional firms often fail to take advantage of innovations that involve combining resources from distinct divisions. This failure of cross-line-of-business innovation is a consequence of

Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity

This paper develops a conceptual framework in which the ability to build and leverage organizational linkages involving the new technology and its complementary assets is essential for a successful technological transition and highlights the importance of middle management in creating and maintaining these linkages.

Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis

Based on a sample of 206 manufacturing firms, evidence is found consistent with the ambidexterity hypothesis by showing that the interaction between explorative and exploitative innovation strategies is positively related to sales growth rate and the relative imbalance betweenexploration and exploitation strategies is negatively related toSales growth rate.

Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity

Support is found for the notion that the relationship between technology sourcing mix and firm performance is an inverted U-shape, and higher levels of absorptive capacity allow a firm to more fully capture the benefits resulting from ambidexterity in technology sourcing.