Leadership, Innovation, and Strategic Change

Abstract

Continuing the emerging tradition of the Knowledge and Innovation (K&I) Interest Group at the Strategic Management Society (SMS) Conference to interview foundational scholars in strategic management, we invited Professor Michael Tushman from Harvard Business School (HBS) as our guest of honor this year. The interview provided a rare opportunity to get behind the scenes of the author's much celebrated scholarly contribution to the field as well as his responses to some of the new findings within and across his work over time.

Humans and Technology: Forms of Conjoined Agency in Organizations

“…Despite these dynamic conditions, as with any new phenomenon, scholars can begin by using rich qualitative methods, such as process studies, ethnographic fieldwork, and multiple-case research designs, to gather in-depth data on how forms of conjoined agency are affecting organizations. For those willing to pursue this line of inquiry, studies are likely to have significant implications for several theories of organization and strategy (Seong, Kim, & Szulanski, 2015).…”

Anticipated Attributes of Chief Executive Officers Based on Newly Developed CEO Matrix

“…This model evaluates how well an organization's strategy, organizational structure, and leadership style align with the CEO. It evaluates how well a CEO's style fits the structure, innovation, and cultural requirements of the business [36][37].…”

Untitled

“…According to the Congruence Model, organizations are structures made up of interconnected components. The higher the degree of fit or congruence in the interaction phase, the more successful the organization is (Seong et al, 2015).…”