Michael L. Tushman

Strategy and Management · 2001–2017

A researcher in the Science corpus: 15 papers; trusts 64 researchers and is trusted by 56 researchers here, as inferred from the citation graph.

Subfields

• Strategy and Management — 204 citations into it; #598 of 10,874 by trust here, #172 by citations
• Management Science and Operations Research — 75 citations into it; #1,081 of 11,946 by trust here, #174 by citations
• Organizational Behavior and Human Resource Management — 54 citations into it; #5,951 of 8,741 by trust here, #4,974 by citations
• Economics and Econometrics — 50 citations into it
• Sociology and Political Science — 37 citations into it
• Management of Technology and Innovation — 35 citations into it; #3,301 of 3,602 by trust here, #2,769 by citations
• Accounting — 34 citations into it
• Communication — 23 citations into it

Whom Michael L. Tushman trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Clark G. Gilbert
2. Frank T. Rothaermel
3. Charles A. O'Reilly
4. Mary Tripsas
5. Giovanni Gavetti
6. Nicolaj Siggelkow
7. Daniel A. Levinthal
8. Jack A. Nickerson
9. Constance E. Helfat
10. Kathleen M. Eisenhardt

Who trusts Michael L. Tushman overall

1. David J. Teece
2. Charles A. O'Reilly
3. Yonjoo Cho
4. N. Turner
5. Mario Richter
6. Wendy K. Smith
7. Sebastian Raisch
8. Olli‐Pekka Kauppila
9. J. Brix
10. R. Raffaelli

Papers from Michael L. Tushman's perspective

Ordered by how strongly the researchers Michael L. Tushman trusts endorse each paper. Same corpus, a different order for every researcher.

1. Exploration and Exploitation in Organizational Learning
2. Beyond local search: boundary‐spanning, exploration, and impact in the optical disk industry
3. DYNAMIC CAPABILITIES, WHAT ARE THEY?
4. Looking Forward and Looking Backward: Cognitive and Experiential Search
5. Unbundling the Structure of Inertia: Resource Versus Routine Rigidity
6. Design Rules: The Power of Modularity
7. Deliberate Learning and the Evolution of Dynamic Capabilities
8. Exploration and Exploitation Alliances in Biotechnology: A System of New Product Development
9. FROM SENSEMAKING IN ORGANIZATIONS
10. Capabilities, cognition, and inertia: evidence from digital imaging

Their papers

• Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009) — 2,260 citations
• Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008) — 2,564 citations
• Organizational Environments and Industry Exit: the Effects of Uncertainty, Munificence and Complexity (2001) — 282 citations
• Organizational Ambidexterity: Past, Present, and Future (2013) — 2,424 citations
• Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011) — 687 citations
• Discretion Within Constraint: Homophily and Structure in a Formal Organization (2012) — 330 citations
• Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017) — 168 citations
• Reflections on the 2013 Decade Award—“Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited” Ten Years Later (2015) — 328 citations
• Organizational structure as a determinant of performance: Evidence from mutual funds (2012) — 214 citations
• Complex Business Models: Managing Strategic Paradoxes Simultaneously (2010) — 564 citations
• Perspectives on the productivity dilemma (2009) — 310 citations
• Dynamic Capabilities at IBM: Driving Strategy into Action (2007) — 376 citations
• Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research (2007) — 181 citations
• Research and Relevance: Implications of Pasteur'S Quadrant for Doctoral Programs and Faculty Development (2007) — 241 citations
• The ambidextrous organization. (2004) — 2,407 citations