Co‐creation of new solutions through gamification: A collaborative innovation practice

Abstract

This paper aims to explore the main implications of gamification approaches to collaborative innovation and particularly to co‐creation, i.e. the interaction and interchange of ideas between users, customers, suppliers and other actors in the development of new solutions. Despite the few approaches attempting to make co‐creation more ludic and accessible, researchers have yet to analyse the link between gamification and co‐creation in an extensive manner. In order to better understand this unexplored relationship, empirical case research studies have been conducted with multi‐actors participating in a real‐life co‐creation project through the deployment of a gamified method and tool (ideaChef®), as well as a combination of different instruments, involving speed meetings, workshops, debriefings and interviews. Besides advancing the body of knowledge on collaborative innovation practices and conceptualizing the relationship between gamification and co‐creation, this paper provides important implications for managers on how multiple actors can be engaged and coordinated in such practices through gamification. The paper's main contribution lies in the suggestion that engagement goes hand in hand with coordination, and that a combination of both will be the best strategy for co‐creating new solutions through gamification.

Gamification approaches for open innovation implementation: A conceptual framework

“…Most of the reviewed body of literature focuses on the use of gamification for idea generation, either directly through crowdsourcing platforms (Armisen & Majchrzak, 2015; Renard & Davis, 2019; Zimmerling et al, 2019) or through the generation of individual engagement to participate in the ideation process (Patricio et al, 2020). However, the research results are not conclusive.…”

“…Scheiner, 2015). Moreover, gamification helps address change in a structured way as it facilitates the coordination of knowledge among different actors (Patricio et al, 2020), helping players reach a common conclusion and move in the same direction (Patricio, 2017). Indeed, it has been highlighted that a design game approach is a way to implement open innovation models because game rules and procedures provide constraints that challenge business assumptions and lead to adaptability (S. Gudiksen, 2015) and shared vision.…”

Model for Causes Elimination of Staff Resistance to Innovative Change: evidence from Lithuanian Health Care Institutions

“…Employees are psychologically unprepared to understand changes. The team members in an organization are often individuals of different types, who are required for the performance of different tasks [10,11]. Due to their different personal traits, characters, and attitudes towards values, some team members will feel better psychologically prepared for new challenges than others [12].…”

“…Unwillingness to develop indicates skill gaps and leads to evasion of responsibility. Such persons are plainly opposed to innovation whereas the situation created thereby has a negative impact on other team members[11]. The lack of work under new conditions skills forces older long-time employees to improve knowledge and learn.…”

Introduction to the Special Section: Innovation

“…Gamification approaches use game-based elements in non-gaming contexts to encourage users to perform desired behaviors (Dale 2014, Patrício et al 2018Patrício et al 2020); it is also used to develop possible solutions to overcome the encountered difficulties when managing the early stage of innovation through more structured, engaging and game-like activities. It can also be defined as a set of activities and processes that seek to use or apply game elements' characteristics to develop new products or to provide new services.…”