Présentation de Vincent Nassar (HES-SO / EPFL) lors de la conférence First Rezonance "Manager de l'innovation, un métier?" le 04 octobre 2012 au Centre Patronal de Paudex

1. CREATIVE-LEARNING INNOVATION CYCLE – CLIC:
Work motivation and organizational creativity
by
Vincent NASSAR (PhD)
Professor
Institute for Entrepreneurship and Management
HES-SO Valais Wallis
Supervisor: Prof. Christopher TUCCI
Co-supervisor: Prof. Ron SANCHEZ
October 04, 2012
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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2. Research Question
WHY do certain leaders’ management of organizational resources
encourage creative people engaged in New Product
Development (NPD) to achieve high performance, on time, while
other leaders’ practices foster frustration and delays?
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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3. Brief Abstract of my PhD
I. Paper 1: CLIC Conceptual Model (Literature Review)
II. Paper 2: Data sources via Action Research:
Dr. Albert GAIDE, CEO
Swiss Aeronautical Industries
Group (SAIG)
III: Paper 3. Lab Experiment
Research Grant
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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4. Definitions
Creativity in Organizations is the production of both novel (i.e., original,
unexpected) and useful ideas concerning products, services, processes, or
procedures in the frame of open-ended tasks (Sternberg & Lubart, 2008;
Amabile, 1983, 1988, 1996).
Creativity of individuals is only the starting point for innovation (Amabile, 1996;
Amabile et al., 1996; Amabile, 1997).
Leadership for Creativity is those “local leaders” of the teams who direct and
evaluate their work, facilitate or impede their access to resources and
information, and touch their engagement with tasks and with other people in
multiple and different ways that affect their perception of the work environment,
and subsequently their creativity components – mainly motivation (Amabile, et
al., 2004).
Innovation: Creative ideas become innovations when they are successfully
implemented at the individual, group, or organization level (Amabile, 1996;
1997; Anderson & King, 1993; Mumford & Gustafson, 1988).
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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5. Controversial Challenges for Creative People
Creative people engaged in NPD need to (1) Environmental changes (i.e. acquisitions,
directly experience personal joint ventures, getting global, etc.) cause (2)
confrontations with sources of problems, delays on NPD launching dates – Sources of
opportunities, and threats like changes in stress (Van De Ven, 1986)
environmental conditions or needs of
The (3) outcome of creative efforts is
demanding customers to trigger their
uncertain so it is an additional source of
action thresholds so they can pay attention stress (Mumford, 2000).
to innovative ideas (Van De Ven, 1996).
(1) + (2) + (3) = important stressful factors
Creative people need to be under moderate stressful conditions and be allocated sufficient
time and resources to make decisions (Janis, 1985).
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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6. The Phenomenon of Flow in Firms
Wrestling to Accelerate their NPD Processes in a
Changing Work Environment
Vigilance and discretion will lead people
to feel that they are in the state of Flow1
Definition of flow in work situation2 :
It is “a short-term peak experience at work
that is characterized by absorption, work
enjoyment and intrinsic work motivation”.
(1) Csikszentmihalyi; 1996
(2) Bakker, 2005.
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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7. Analogies and Differences between Sanchez’s (2001; 2005)
Proposals for Managing Individuals’ Learning and Amabile’s
(1997) Proposals for Managing Individuals’ Creativity
Components
New knowledge Cyclical Intrinsic Motivation Feedback from
& Creative permeation of the Principle of commercialization
output created new Creativity process
knowledge
Amabile = No Yes No
Sanchez = Yes No No
.
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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8. Needs
&
Opportunities
Feedback
Commercialization
Process
Creative-Learning Innovation Cycle
Organizational Process Innovation Leadership for creativity should
manage the components of the
work environment in a way to
Components decrease distractions and
of Work
maintain moderate stressful
C r e a t i v i t y
Leadership for
Environment
conditions so their creative
“CLIC”
Organization boundaries
people reach the state of flow;
F e e d s
Organization boundaries
the latter work situation
resulting in high creativity
performances.
Individuals
Creative-Learning Process
Emergence Individuals’
of New
State of Flow Creativity
Knowledge Components
Creative-Learning Process
Individuals
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9. Managerial Practices of
Communication Channels and Time Management of
Creative people to enhance their state Flow at Work and to
accelerate NPD processes
Planning
New creative ideas for innovations
Sales,
Mrktng, satisfying VOC & ORG
Tech
Supprt
Development Careful
VOC ENGRNG Commercialization
“T” Time Extension of “T”
Molders &
Vendors
Fully understand the complexity of the process to achieve the
goal, then assign the completion date for the project
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10. II. Realizations:
Emerging Theory & Roadmap for Leadership for Creativity
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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11. Managerial Practices within the
Creative-Learning Innovation Cycle “CLIC” to
Enhance the State of Flow and to
Accelerate the NPD Process
Market Needs, Current Performance, and Future Goals
III. Commercialization
Work Enjoyment
5. Engineers touch their
performance
Organization Borders I. Planning
Absorption
II. Development 1. Engineers direct
Intrinsic Motivation communication with VOC
4. Customer integration State of Flow in // to Marketing & Sales
mainly during testing
Emergence Creative Peoples’
of Creative-Learning Creativity
New Knowledge Process Components
State of Flow
II. Development
Intrinsic Motivation
2. Engineers direct communication with all persons who
interact with the product & bring meaning to it
3. Managerial attention to engineers & Rational Time
allowance Organization Borders
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12. Emerging Theory: Priorities of Organizational
Resource Allowance to Enhance Creativity
PS: Adding more resources above a
“threshold of sufficiency” will not be 1. Engineers
beneficial for creativity direct
(Amabile1998a; Csikszentmihalyi, communication
1997). with VOC in //
to Marketing & Sales
I. Planning
Creativity Performance
2. Engineers direct
State of Flow &
communication with all
persons who interact with
the product & bring meaning to it
II. Development
3. Managerial attention
to engineers &
Rational Time allowance
4. Customer integration
during testing phase
III. Commercialization
5. Engineers touch their performance
Organizational Resources - 12 -

13. Last Word
People used to live to work
Nowadays, people work to live
Let people ENJOY work to SAVOR life!
Ra & D?
Vincent NASSAR (PhD)
Professor
Institute for Entrepreneurship and Management
HES-SO Valais Wallis
vincent.nassar@hevs.ch
Mobile :41 79 385 28 17
COLLEGE OF MANAGEMENT OF TECHNOLOGY – Chair of Corporate Strategy & Innovation
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