Gamification in Business: A Review of the Studies
This chapter presents a systematic review of the literature about gamification studies in organizational behavior and human resources management that have been done so far. Although gamification became popular in the last decade, it is questionable whethe
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bstract This chapter presents a systematic review of the literature about gamification studies in organizational behavior and human resources management that have been done so far. Although gamification became popular in the last decade, it is questionable whether it meets business goals or not. It is believed that better designs can be originated from more scientific research. The aim of this review is to gain a better understanding of gamification studies regarding organizational behavior and human resources management. A systematic review of the literature was done and 28 studies were included in this chapter. This chapter indicates that gamification is studied in several fields including personnel selection, training, and performance management. It is also used as a trigger for employee well-being. Despite the variety of business fields, the number of studies is low, which indicates a promising avenue for additional research in the future. Keywords Gamification · Games · Organizational behavior review
1 Introduction Although gamification is a relatively new concept which became popular in the last decade, using games for achieving a target is familiar to us. For example, most children dislike broccoli, and their caregivers come up with creative solutions to make them eat. One successful way is to combine broccoli with a tasty cheese sauce and add a little game such as “the plane is landing.” Similarly, the combination of a game and positive reinforcement is the factor that lies behind gamification (Zichermann and Cunningham 2011). Gamification is “the use of game design elements in non-game contexts” (Deterding et al. 2011, p. 9). The aim of gamification is to do routine tasks more engagingly by utilizing game characteristics
Y. Kalafatoğlu (*) Department of Business Administration, Marmara University, İstanbul, Turkey © The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer Nature Switzerland AG 2020 M. H. Bilgin et al. (eds.), Eurasian Business Perspectives, Eurasian Studies in Business and Economics 14/2, https://doi.org/10.1007/978-3-030-52294-0_4
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such as challenge, competition, fun, and social rewards (Sarangi and Shah 2015). In other words, gamification makes a boring task more entertaining. One of the most well-known models for describing the elements of gamification is the MDA (Mechanics, Dynamics, Aesthetics) framework. Mechanics include the working ingredients of the game such as points, levels, and leaderboards. These components guide the user’s actions. When players interact with game mechanics, it creates dynamics. The aesthetics of the system means the feelings of the player in the course of interaction (Zichermann and Cunningham 2011). Although gamification involves games, there is an important difference from games. In gamification, there is a target such as organizational effectiveness, and game mechanics are utilized for achieving it; therefore, gamification does not mean fun games people play in the workplace (Singh 2012). Also, there are some prerequisi
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