دانلود رایگان مقاله بررسی درک اصول گیمیفیکیشن

Abstract

There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportunities.

6. Game on! The value of gamification

All organizations need to motivate and engage stakeholders, whether these stakeholders are voters, students, patients, employees, or consumers. Gamification is an approach to achieving this: It employs lessons from the gaming domain to create experiences that motivate and engage individuals in non-game settings. The goal of our article has been to advance the understanding of gamification concepts, applications, and impacts. To do this we have provided three contributions. First, we defined gamification and explained how it has been used to design highly engaging processes in a range of service industries. Second, we introduced the MDE framework to show how gamification mechanics, dynamics, and emotions are used to create gamified experiences. Third, using the case of American Idol, we illustrated how MDE was used to transition a traditional talent search to an important cultural phenomenon that engaged not only the contestants but also a whole nation of viewers. From these contributions we present five summary guidelines to help firms capture value using our gamification framework: 1. What’s the goal of the game? A process should not be gamified simply for the sake of gamification itself. It should be driven by goals that can be financial, social, or environmental. Firms should assess the potential to use gamification to produce and adjust behaviors and outcomes needed to attain those goals. Focusing on one goal, not two or three, minimizes complexity and ensures that mechanics, dynamics, and emotions do not conflict or offset each other (Kelly, 2012a). Firms should also identify different gamification measures and targets and understand how the intended mechanics, dynamics, and emotions would drive and moderate these measures. It is important to determine the causality between the gamification measures and the business goals.