Michael L. Tushman

People Page - Title - Michael L. Tushman

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration
Harvard Business School

Michael Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration and Chair of the Program for Leadership Development at the Harvard Business School. He holds degrees from Northeastern University (B.S.E.E.), Cornell University (M. S.), and the Sloan School of Management at M.I.T. (Ph.D.). Professor Tushman was on the faculty of the Graduate School of Business, Columbia University, from 1976 to 1998; he was the Phillip Hettleman Professor of Business from 1989 to 1998. He has also been a visiting professor at MIT (1982, 1996) and INSEAD (1995-1998, 2011). In 2008, Professor Tushman was awarded an honorary doctorate from the University of Geneva. In 2013, Professor Tushman was awarded the Academy of Management’s Career Achievement Award for Distinguished Scholarly Contributions to Management. He also won the 2013 Academy of Management Review Decade Award for his paper with Mary J. Benner, “Exploitation, Exploration and Process Management: The Productivity Dilemma Revisited". Professor Tushman was also the recipient of the 2013 Apgar Award for Innovation in Teaching, and was the winner of the 2013 Lifetime Achievement Award from the American Society for Training and Development (ASTD).

Professor Tushman is internationally recognized for his work on the relations between technological change, executive leadership and organization adaptation. His work centers on the role of senior teams in building organizations that can host both incremental as well as more discontinuous innovation as well as leading those organizational changes associated with these innovation streams. His work on ambidextrous organizational designs focuses on those organizational and senior team characteristics that enable firms to both exploit current capabilities as well explore into new spaces. He is working on the impact of distributed innovation on incumbent firms as well as the role of organizational identity on a firm’s ability to handle paradoxical strategic requirements. He has published numerous articles and books including Winning Through Innovation: A Practical Guide to Leading Organizational Renewal and Change with C. O'Reilly, (Harvard Business School Press, 1997, 2002); Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation with D. Hambrick and D. Nadler (1998, Harvard Business School Press); Competing by Design: A Blueprint for Organizational Architectures with D. Nadler (Oxford University Press, 1998); and Managing Strategic Innovation: A Collection of Readings with P. Anderson (Oxford University Press, 1997, 2004).