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DYNAMIC GAME PLANS: USING GAMIFICATION TO ENTRAIN STRATEGIC RENEWAL WITH ENVIRONMENTAL VELOCITY
Handbook of Strategic Renewal, 2019
The strategic renewal literature recognizes that organizations should employ some form of management control system to ensure that their strategic goals and related capabilities are aligned with their environmental conditions, such as the dynamics of environmental change. This chapter focuses on these issues. Using gamification as a management control approach for strategic renewal and environmental velocity to characterize industry dynamics, we explain how a gamified strategic renewal approach can be used to direct and adjust the pace of two different organizational behaviors–exploitation and exploration—to attain strategic renewal suited to different environmental velocity types.
Gamification for Organizational Change and Innovation
Handbook of Research on Gamification Dynamics and User Experience Design
Gamification has demonstrated significant potential for the support of innovation processes and change initiatives in organizations. There are numerous examples of its application to employee idea crowdsourcing and internal platforms for innovation management in for-profit enterprises and government organizations, where it has fostered increased participation and engagement. A detailed overview of RE-PROVO—a game prototype designed to assist government practitioners in analyzing functional requirements during legacy IT system replacement projects—is an example of how gamification can further promote innovation by being applied to key business processes and practices. The evaluation of the prototype highlights the need for greater operational embeddedness of gamification and the added value of stakeholder participation in gamification design.
The race towards developing technologies, systems and management models to support organization development, leadership and prosperity created a complexity hard to manage with the existing workforce especially in the developed world. The need for simplicity, mobility, accessibility were the major drivers towards creating new discipline that can make technology gamified towards for it to be used in a secured and controlled environment by many or everyone. Gamification can be seen as a new element in the technological revolution that can change the way people interact with technology and the way technology gets integrated with the current needs of the global economy and society. Gamification is not about making games, but a new culture driven by motivation and activation factors towards moving the gaming experience in the industry. This paper attempts to identify the role of gamification in the global economy, redefine the gamification concept under new uses of game technologies and indicate its significant impact in modern organizational management.
Demon or angel: an exploration of gamification in management
Nankai Business Review International, 2019
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com Emerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services. Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract Purpose-Previously coined as the application of gaming principles in non-gaming scenarios, gamification is an emerging managerial tactic, but it lacks a rigorous theorization in the management discipline. Based on introductive research on related domains, this study aims to link up gamification and training and directly explored its effectiveness and efficacy, thus providing certain implications for practitioners. Specifically, this paper conceptualizes the gamification as a crystallization of routines as it continuously strengthens the new ways to award and punish with predetermined goals while initiated from past experiences. As such, the study confirms that gamification demotivates the participants and lowers their performances. Overall, the study is important as it investigates the significance of gamification and offers a new perspective to disentangle the debates over the effect of experience on learning. Design/methodology/approach-The study used one base experiment conducted in two random-chosen paired classes, followed by another confirmative experiment. By introducing the gamification system into one experiment class while controlling the other, the authors sent out two waves of surveys while merging with the objective grades to investigate the effects of gamification on both motivation and performance. Findings-The results have confirmed that gamification could engender the detrimental effects on both motivation and performance, though the authors did not find support for a mediating effect of motivation on the relationship between gamification and performance.
How enterprises play: Towards a taxonomy for enterprise gamification
Our research into the enterprise gamification domain was designed to investigate the different objectives, purposes, target audiences, game design patterns and technology used in gamified implementations. We found that a formal classification system was not only absent, but that it was essential to provide a baseline for developing and comparing gamification design strategies. To this purpose we identified 304 publicly available case studies of organizations that self-identified as having undertaken gamification projects. These case studies were codified using a broad framework that we developed based on a foundation of related taxonomies commonly used in serious games and enterprise systems. This research project proposes a new taxonomy for the classification of enterprise gamification that can be used by both researchers and practitioners as an analytical tool for designing gamified interventions and is the first of its kind in the gamification domain.
Gamifying innovation and innovating through gamification
Jones, Paul & Ratten, Vanessa (editors) Subsistence Entrepreneurship: The Interplay of Collaborative Innovation, Sustainability and Social Goals, Springer., 2019
Gamification is a new and rapidly growing trend impacting a wide range of areas, such as education, marketing, personal development and others. It can be an innovative output when applied to these fields. We can also see early examples of gamification being used to spark innovation activities in an organisation – i.e. be part of the process of innovating. The impact of gamification on the area of innovation is multidimensional and this chapter explores the variety of ways for synergy of gamification and innovation: as an aspect of innovation as an outcome, or as a facilitation of ideas creation and selection. This synergy might help the companies bridge different sectors with the help of gamification embodied in the product or service, as well as lead to further value-added outcomes, such improved knowledge sharing and improved cross-sector collaboration.
Gamification in Management: a systematic review and research directions
International Journal of Serious Games, 2019
This paper conducts a contemporary and inclusive review of initial applications of gamification to various management fields, such as finance, corporate governance, risk management, human resource management, etc. It defines and contextualizes gamification within the field of management. This allows to understand the main elements of a general gamified system and its main applications. Via a systematic review of 203 studies addressing management contexts and gamification, it develops a holistic framework for the analysis of gamification in management areas. The study concludes by setting out a list of questions to direct future research in order to increase the impacts of this innovative and strategic research area within businesses and organizations.