Managing Strategic Innovation and Change: A Collection of Readings

Designed for MBA and executive education programs and useful for practicing managers, this collection of readings provides a framework for thinking about how technologies evolve and drive the need for organizational change and adaptation. Focusing on the general-management challenges that innovative firms face, the editors draw from a variety of disciplines and show the links among innovation, organizational competencies, organizational architectures, executive teams, and managing change. The 41 articles have been carefully chosen from the literature; an introductory essay by the editors shows how a simple diagnostic model can be applied to the problem of managing innovation. The articles are grouped into sections according to themes, allowing instructors, students, managers, and executives to select information that best suits their needs. Themes include the nature of systems, the importance of organizational 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. Readings on contemporary issues such as technological evolution, technology strategy, globalization, and organizational learning are also included. All sections in the book have editorial introductions that reinforce links among technology, organizational architectures, and executive and management teams.
Managing Strategic Innovation and Change combines classic articles and cutting-edge works, providing a broad yet integrated view of the subject that brings together a diverse set of concepts which are seldom grouped together. Simultaneously timely and of enduring value, it serves as an ideal text for courses or executive seminars in managing innovation, managing technology, and strategic management.

About the Authors:
Michael Tushman is the Philip Hettleman Professor of Management at the Graduate School of Business, Columbia University, where he developed the highly successful executive program in "Managing Strategic Innovation and Change." Tushman, internationally recognized for his work, is currently a visiting professor at the Sloan School of Management at MIT. Philip Anderson is a professor at the Amos Tuck School of Management at Dartmouth College, and teaches the technology strategy within this program.