Gamification approaches to the early stage of innovation

Patrício, Rui; Moreira, António Carrizo; Zurlo, Francesco

doi:10.1111/caim.12284

Cited by 86 publications

(33 citation statements)

References 58 publications

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“…There are examples of frameworks for understanding and creating gamified processes, but the connection between the level of gamification and facilitation chosen for the level of innovation is rather vague. Patrício, Moreira, and Zurlo [15] present a study exploring the relationship between gamification and the early stage of innovation in which they categorize the dimensions of gamification into early innovation, environment, game elements, and motivation; and further, through a range of case studies, they explore these dimensions based on the game elements, tools, challenges, and outcomes. This goes in line with Gudiksen and Inlove's [4] presentation of the challenges and structures of business games.…”

Section: Figmentioning

confidence: 99%

A Matrix for Gamifying Development Workshops

Madsen

Rasmussen

2021

Lecture Notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering

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The interest in potentials of gamification for innovating businesses through collaboration and innovative development in businesses has been an ongoing topic in gamification research for the last decade. This based on the theoretical notion of gamification's potential to facilitate "third space communication" and games capability to improve user engagement in non-game settings by transforming this space into a "magic circle" of gameplay for innovative thinking. In this paper an initial matrix is presented for discussing the parameters of gamifying development sessions or workshops conducted throughout innovation and development processes. The purpose of the matrix is to visualize the parameters involved in deciding the level of gamification for a workshop setting. Thus, a tool for identifying a balance in implementing game mechanics, one that can serve to support and facilitate innovative processes rather than purely creating and playing a game for its own sake. Therefore, through this paper the parameters of the matrix and gamifying facilitation of innovative development processes through gameplay, is discussed and presented. This is followed by the exemplification of use and application of the gamification matrix through four gamified workshops.

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Section: Figmentioning

confidence: 99%

A Matrix for Gamifying Development Workshops

Madsen

Rasmussen

2021

Lecture Notes of the Institute for Computer Sciences, Social Informatics and Telecommunications Engineering

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“…Innovation culture is an antecedent to innovation productivity since the former requires shared values, assumptions, and beliefs [31]. Additionally, innovation goals are easier to achieve in organizational cultures that have institutionalized the value of change [32].…”

Section: Innovation Culturementioning

confidence: 99%

Enterprise Social Network Applications: Enhancing and Driving Innovation Culture and Productivity Through Digital Technologies

Abhari

Ascue²,

Boer³

et al. 2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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Enterprise Social Network (ESN) applications offer new opportunities for organizations to mobilize employees, promoting innovation beyond traditional R&D functions. Despite the popularity and success of these applications, current research has yet to fully explore the potential of ESN applications as both drivers of productive innovation and innovation culture, specifically. This paper proposes a theoretical framework that explains the role of ESN applications in facilitating organizational-wide ideation, collaboration, and socialization, thereby promoting innovation culture and innovation productivity. This study reveals that the dimensions of innovation culture, namely knowledge sharing, transparency, and risk tolerance, mediate the effects of ESN applications on the measures of firm innovation productivityproduct/service innovation, process innovation, and social innovation. The findings presented here have implications for theory and practice, namely concerning building an organizational culture that promotes open innovative behavior using social technologies.

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“…Gamification approaches differ from these co‐creation initiatives and toolkits that already borrow from game principles by way of the rule system/environment dimension. Gamification approaches to innovation incorporate game elements (dynamics, mechanics and components) and explicit goals, which are used across the phases of discovery, idea generation/evaluation, idea development and the decision to develop new products/services (Patrício, Moreira, & Zurlo, ). Gamification thus has the power to enhance co‐creation practices by overcoming the lack of structure, coordination and engagement in other game approaches.…”

Section: Literature Reviewmentioning

confidence: 99%

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

Patrício¹,

Moreira

Zurlo

et al. 2020

Creat Innov Manage

Self Cite

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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.

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Gamification approaches to the early stage of innovation

Cited by 86 publications

References 58 publications

A Matrix for Gamifying Development Workshops

A Matrix for Gamifying Development Workshops

Enterprise Social Network Applications: Enhancing and Driving Innovation Culture and Productivity Through Digital Technologies

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

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