Professor of Management, Seton Hall University South Orange, NJ 07079, USA 1 (973) ;

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1 Ranakpur Temple Picture & Design by Amar by A. D. Amar, PhD Professor of Management, Seton Hall University South Orange, NJ 07079, USA 1 (973) ; ad.amar@shu.edu A Special Invited Lecture Delivered at Department of Commerce at Delhi School of Economics, Delhi University; 9:30 am March 3, All Rights Reserved. 1

2 Organizations miss out on opportunities because they fail to set up a process to systematically explore for the opportunities in all possible places from where they could emerge for transforming them into innovation that connects with the marketplace. This lecture is devoted to integrating many searches to overcome this void, and details a course that covers all the steps in this recognition and transformation process. All Rights Reserved. 2

3 Sensing food spoilage in refrigerator (Haier, 2015) Design and develop technologies, materials or approaches to identify and quantify the spoilage of food within a refrigerator. Extending the freshness of food in a refrigerator (Haier, 2015) Design and develop technologies, materials or approaches to extend the time of food freshness and quality within a refrigerator All Rights Reserved. 3

4 PepsiCo is looking for novel, randomized printing or decorating technologies to generate highquality graphics on aluminum beverage cans. Based on your expertise, we believe you can apply your creative ideas for PepsiCo's latest needs. Opportunities available now: Alternative Printing Technologies for Aluminum Cans All Rights Reserved. 4

5 Employee Input Knowledge Deep understanding of a topic Skillset Creative thinking skills Analytical skills Technical skills Company s part Opportunity for all availability of use Autonomy freedom to set their course Perception of independence All Rights Reserved. 5

6 Albert Bandura (1994) derives four characteristics for effecting social learning. This theory is also known also as social cognitive theory and social learning theory. 1) Enactive mastery (gaining relevant experience with the task or job). 2) Vicarious modeling (becoming more confident because you see someone else doing the task). 3) Verbal persuasion when a person becomes more confident because someone convinces him that he has the ability to do some thing. 4) Arousal (driving to an energized state to complete the task) All Rights Reserved. 6

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8 Those who completed a task for reward did not perform it as successfully as those who did it without the desire for a reward. Intentional or not, rewards have a punitive effect on employees. Rewards ruin cooperation among employees. Rewards decrease risk-taking and decrease interest in the job. When task required cognitive sophistication and open-ended thinking, those who worked on it for a reward performed worse. All Rights Reserved. 8

9 Extrinsic motivators are apt to take away from intrinsic motivation in a task. Control of the task shifts from the doer to the external motivator which becomes the controller of the doer. Since knowledge work is a product of the mind, external control works contradictory to helping innovation and knowledge work productivity. For best results, keep extrinsic motivators out of the knowledge work system. All Rights Reserved. 9

10 Self-determination theory proposes that people prefer to feel they have control over their actions. Self-concordance theory: how strongly peoples reasons for pursuing goals are consistent with their interests and core values. Self-determination theory also proposes that, in addition, people seek ways to achieve competence and positive connections to others. A large number of studies support self-determination theory. Its major implications relate to work rewards. Need for autonomy draws from the cognitive evaluation theory. All Rights Reserved. 1-10

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12 1) How can we increase the inherent value of the widget (Outcome: product, service, process)? Such as expand the function. Take iphone, for instance. Apple has such an expansive program for app developers. By adding more apps to iphones, Apple is increasing the inherent value of iphone. That is how it defeated Samsung in the smartphone war. *Adapted from Amar (2002). All Rights Reserved. 12

13 2) How can we design a better widget to best perform in its various roles in the concept-tomarket-to-crypt cycle in particular for the function(s), conversion processes, service, or disposal? Redesigned a cheaper or superior version. Take for example, LG s OLED TV system, cheaper and superior. All Rights Reserved. 13

14 3) How can we make a better widget; for example, through better quality of design and conformance? Using 6-Sigma in design/manufacture. When Jim McNerney joined Boeing, he brought in 6-Sigma from his time in GE and 3M to enhance Boeing operations. All Rights Reserved. 14

15 4) How can we integrate technology and develop materials and processes to produce, market, service, and disposal of the widget more economically? (Concept Market Crypt) Automate to send repair signal online. Signal from car tells the insurance company stats, such as speed, to determine responsibility in case of accident. All Rights Reserved. 15

16 5) How can we better bring new and efficient vendors, suppliers, and contractors into the knowledge processes of the widget? Develop the Indian firms to supply its parts, like did IBM. They said that had they not added job to India, there would be no IBM jobs in the USA. All Rights Reserved. 16

17 6) How can we smartly market these widgets in the present and new markets highlighting their features as they connect to the market needs and perceptions? Take, for example, personalized marketing Pop-ups that come on your screen by reading for what you are looking for All Rights Reserved. 17

18 7) How can we better attract investors to put their capital into the knowledge widget operations? Soliciting and winning the Chinese investors to buy company stock. All Rights Reserved. 18

19 8) How can we replace the widget with other substitutes that render as well, or even better, the function that is fulfilled by the widget? For example, Java programs. 9) How can we totally eliminate the function performed by the widget? All Rights Reserved. 19

20 10) How can we attract the best available talent, internally or externally, to the organization's widget operations? Developing relationship with Harvard for recruiting graduates. All Rights Reserved. 20

21 11) How can we stay ahead of the competition with respect to the knowledge widget? Develop business intelligence that predicts where the competition is headed. Toyota USA, that is not unionized as are Ford, GM and Chrysler, cut the salary of its production workers by $1 an hour below GM and Ford when UAW gave them hourly wage rate for new hires as Toyota. All Rights Reserved. 21

22 12) How can we best reincarnate the knowledge widget after the fulfillment of its function or expiration of its useful life? Wasted tires turned into plastic turf for football court. Some restaurant create recipes out of leftovers. All Rights Reserved. 22

23 Making Employees Work Like the Owner s Making Employees Work Environment Like the Owner s organizations DSE (c) 2015 by A. D. Amar. All Rights Reserved. 23

24 Amar, A. D Managing knowledge workers. Westport, CT: Quorum Books. Bandura, A. (1994). Self-efficacy. In V. S. Ramachandran (Ed.), Encyclopedia of human behavior (Vol. 4, pp ). New York: Academic Press. Haier Hope: Haier Open Partnership Ecosystem. Nine Sight. %20-%20Haier%20Gallery%20-%20May%202015%20- %20deadline%20(2)&utm_content=&spMailingID= &spUserID=OTg2MjkxMjkzMTcS1&spJo bid= &spreportid=ntgwotm2odi0s0. Retrieved 6/10/2015. Kohn, A. (1993). Why incentive plans cannot work. Harvard Business Review, Sept.-Oct., All Rights Reserved. 24