Organizational Change Theory

Organizational change

O'Reilly, Charles a. & Michael L. Tushman. (2004). The ambidextrous organization.

The Harvard Business Review.

It is often said that generals are always trying to win the last war, rather than look ahead to what they need to do to succeed in the future. This is also true of business organizations, according to Charles O'Reilly and Michael L. Tushman's article "The ambidextrous organization" for The Harvard Business Review "Most successful enterprises are adept at refining their current offerings, but they falter when it comes to pioneering radically new products and services" (Reilly & Tushman 2004: 1). Some theorists state that radical innovation by established organizations is a virtual impossibility. However, Reilly and Tushman contend that innovation is possible, provided the organization remain sufficiently flexible.

The company must sustain its innovation at several levels. Incremental innovation (think Apple's continual 'retooling' of its music players and smartphone)...
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