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Informationen zum Autor Michael L. Tushman is a Professor of Business Administration at Harvard Business School. Charles A. O'Reilly III is the Frank E. Buck Professor of Human Resources Management and Organizational Behavior at Stanford University Graduate School of Business. Klappentext Tushman and O'Reilly examine how leadership, culture, and organizational architectures can be both important facilitators of innovation and, not uncommonly, formidable obstacles. They demonstrate how to clarify today's critical managerial problems, use culture and commitment to promote innovation and implement strategy, and deal with changing innovation requirements as organizations evolve. Zusammenfassung Reveals why short-term corporate success often increases the chance of long-term failure. This book aims to provide systematic tools that managers can begin using to gain practical insights for overcoming the success syndrome, managing innovation, and developing action plans to attain - and maintain - industry leadership. Inhaltsverzeichnis Preface and Acknowledgements1. The Tyranny of Success2. Ambidextrous Organizations: Leading Evolutionary and Revolutionary Change3. Defining Problems and Opportunities: A Foundation for Success4. Managerial Problem Solving: A Congruence Approach A Practical Guide to Using the Congruence Model5. Leveraging Culture for Innovation and Competitive Advantage A Practical Guide to Diagnosing Culture6. Shaping Organizational Culture7. Managing Innovation Streams in Ambidextrous Organizations8. Implementing Strategic Change9. Winning through InnovationNotesBibliographyIndexAbout the Authors
