Gamification concepts for leveraging knowledge sharing in Industry 4.0

Abstract

This paper presents gamification concepts implemented by a gamification engine which is incorporated in a knowledge sharing web-based application. The engine aims at increasing user’s motivation and participation in knowledge sharing and training processes taking place on a factory’s shop floor, enhance socialization and support corrective feedback and positive reinforcement. In particular, it motivates workers to participate in discussions, propose solutions to work-related problems, and upload/view useful content even when being at the workplace. The gamification engine makes use of various gamification elements and is highly configurable in terms of management of gamified tasks. It is designed to support access by both standard display devices (PCs, tablets, mobile phones) as well as Mixed/Augmented Reality platforms, such as Microsoft HoloLens, which are gaining significant traction with industry verticals. The main novelty of the gamification concepts presented is the ability to utilize dynamic worker profile information which is stored in a central database, in order to improve the effectiveness of the gamified tasks, targeting at more effective usage of the knowledge sharing platform in the Industry 4.0 domain.

Identifying Industry 4.0 technologies enablers for knowledge management – a scoping review

“…According to Ansari and Seidenberg (2016) and Ansari (2019), companies are still learning about the potential of I4.0 for KM. Due to this lack of understanding regarding KM, they usually prioritise learning development and knowledge dissemination using digital technologies (Tsourma et al, 2019;Hoffmann et al, 2019). This is the case of applications like IoT or visualisation technology for learning development (e.g.…”

“…I4.0 technologies might facilitate the handling of this data, although organising it into new and applicable information remains challenging (Ghadge and Chakrabarti, 2020; Lardo et al ., 2020). Further, as employees present different backgrounds, new knowledge capture approaches are required to convert this data in an understandable way (Camarillo et al ., 2017; Tsourma et al ., 2019). Despite that, organisations still struggle to turn information more visible and transparent, especially in contexts where most of it is shared through gestures, word of mouth or with pen and paper (Rajput and Singh, 2018; Li et al.…”

Gamification in human resource management—Status quo and quo vadis

“…A number of studies ( n = 6) consider the use of game design elements in knowledge management activities (e.g. Abedi et al, 2018; Shpakova et al, 2017; Swacha, 2015; Tsourma et al, 2019). According to recent studies, game design elements such as points, badges, and potential rewards for knowledge sharing are helpful tools to enhance the quality of knowledge sharing and cooperative behavior, when the corporate culture is characterized by feedback and openness (e.g.…”

“…According to recent studies, game design elements such as points, badges, and potential rewards for knowledge sharing are helpful tools to enhance the quality of knowledge sharing and cooperative behavior, when the corporate culture is characterized by feedback and openness (e.g. Araújo and Pestana, 2017; Friedrich et al, 2020; Tsourma et al, 2019).…”

Introduction to the special issue on “Gamification of Industrial Systems”

“…The fourth paper entitled "Gamification concepts for leveraging knowledge sharing in Industry 4.0" [4] The authors evaluated the user acceptance on a gamification-enabled collaboration and knowledge sharing platform. They showed that the ratings received from both workers and supervisors were very positive, especially for working experience and overall impact.…”