Is It All a Game? Understanding the Principles of Gamification
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Business Horizons (2015) 58, 411—420 Available online at www.sciencedirect.com ScienceDirect www.elsevier.com/locate/bushor Is it all a game? Understanding the principles of gamification a, b a a Karen Robson *, Kirk Plangger , Jan H. Kietzmann , Ian McCarthy , a Leyland Pitt a Beedie School of Business, Simon Fraser University, 500 Granville Street, Vancouver, BC V6C 1W6, Canada b King’s College London, University of London, Franklin-Wilkins Building, 150 Stamford Street, London SE1 9NH, UK KEYWORDS Abstract There is growing interest in how gamification–—defined as the application Gamification; of game design principles in non-gaming contexts–—can be used in business. However, Experience; academic research and management practice have paid little attention to the Mechanics; challenges of how best to design, implement, manage, and optimize gamification Dynamics; strategies. To advance understanding of gamification, this article defines what it is Emotions; and explains how it prompts managers to think about business practice in new and Behavior change; innovative ways. Drawing upon the game design literature, we present a framework of Motivation; three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain American Idol how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities. # 2015 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved. 1. Press play to start employees and customers with game-like incentives (e.g., competitions among financial traders, leader- Games are everywhere. We play games while trav- boards for salespeople, participation badges). eling, while relaxing, or while at work, simply to However, increasing engagement and rewarding create enjoyable experiences for ourselves and for desired behavior with such incentives has always others. Firms, too, have long motivated their been hard to perform at scale. Only now, at a time when much of what we do is mediated by digital technologies and social media, may firms change that behavior by turning traditional processes into * Corresponding author deeper, more engaging game-like experiences for E-mail addresses: [email protected] (K. Robson), many of their customers and for their employees. [email protected] (K. Plangger), This process is commonly referred to as gamifica- [email protected] (J.H. Kietzmann), [email protected] (I. McCarthy), [email protected] (L. Pitt) tion. 0007-6813/$ — see front matter # 2015 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved. http://dx.doi.org/10.1016/j.bushor.2015.03.006 412 K. Robson et al. Gamification has potentially wide applications in real-world simulations (Keys & Wolfe, 1990), or contexts such as healthcare, sustainability, govern- game theory in organizational settings (Camerer, ment, transportation, and education, among others. 2003). It does not. Rather, gamification is the appli- For instance, more than 75 energy companies are cation of lessons from the gaming domain to change already using Opower, a service that equips homes behaviors in non-game situations. ‘Gamified’ expe- with sensors enabling residents to compare their riences can focus on business processes (e.g., cus- householdenergy consumption with that of neighbors, tomer acquisition) or outcomes (e.g., employee and broadcasting their achievements on Facebook sales). Moreover, these experiences can involve (Wingfield, 2012). Samsung Nation, Pepsi Soundoff, participants–—or players–—outside of a firm (e.g., and other online loyalty programs use points, levels to co-develop products with customers) and/or (e.g., gold status), or badges to drive customer en- within it (e.g., to improve employee satisfaction). gagement and deepen the relationships they have While firms’ use of such game-like experiences to with the brands they use or aspire to use. Drivers of control behavior and increase loyalty and engage- a Nissan Leaf can collect points for driving in an ment is not new, efforts to date have neither sought ecologically friendly manner, and can compete with to learn from formal game design principles nor theirfriends on Facebook. Xerox employs gamification been labeled gamification. In fact, the term gami- to train managers who collaborate online to complete fication only started to attract widespread attention quests, and Salesforce uses challenges and leader- in non-gaming contexts in 2010 (Zichermann & Cun- boards to increase sales. Microsoft has gamified the ningham, 2011). We suggest the heightened interest relatively tedious but important process of translating in gamification today is the result of three recent its Windows 7 operating system into different lan- developments. guages and adapting it to work in different cultures. First, over the last 20 years with the growth and Although studies suggest that 70% of the world’s importance of the computer game industry, game largest public companies will have at least one ga- designers and researchers have invested significant- mified application in the next 2 years (Gartner, 2011), ly in studies to better understand what makes a there are warnings that about 80% of current gamified computer game engaging and successful. This has applications will fail to meet business objectives led to a number of theories and lessons about the (Gartner, 2012), primarily because processes have design and management of gaming experiences, and been inappropriately gamified. A likely reason for to frameworks about incentives that motivate indi- this is a lack of understanding of what gamification is, viduals to play. In the next section, we build on this how gamification works and, more specifically, how work and introduce three important gamification to design gamification experiences that inspire player principles that are based on the gaming literature’s (e.g., employee, customer, citizen) behavior changes lessons: mechanics (i.e., the goals, rules, and re- and result in desirable outcomes. wards), dynamics (i.e., how players enact the me- However, the academic business literature offers chanics), and emotions (i.e., how players feel little direction to, or understanding of, gamifica- toward the gamified experience). tion, its design principles, and the key underlying Second, the pervasiveness of social media and psychological motivations by which gamification mobile and Web-based technologies has changed changes behavior and achieves organizational goals. how individuals and organizations participate in, Thus, we begin by defining gamification and describ- share, co-create, discuss, and modify any type of ing its application in organizations. Next, we explain experience (Kietzmann, Hermkens, McCarthy, & the psychology behind the promise of gamification. Silvestre, 2011). Today’s firms can request and We then introduce a framework, rooted in game generate previously unattainable amounts of data design, that includes three principles for creating about people and their opinions, feelings, and be- gamification experiences: mechanics, dynamics, havior. The quantity and quality of the resulting and emotions (MDE). Next, we link the MDE frame- insights has only now become useful for producing work to employee and customer engagement by gamified employment or consumption experiences illustrating its application in the popular reality at scale, which in turn will yield new data. television show American Idol. Finally, we present Third, firms are continually looking for new and concluding remarks on gamification and present impactful ways to better connect with, learn from, ideas for future research and application. and influence the behaviors of employees and cus- tomers. Three recent developments provide a rich 2. Gamification defined landscape of opportunities to innovate in this re- gard: (1) new knowledge about the design and The term gamification could be misleading, suggest- management of gaming experiences (2) combined ing that it represents the use of actual games, with the advent of social media and technology and Is it all a game? Understanding the principles of gamification 413 (3) the heightened interest in providing more en- positive or negative, such as loss avoidance–—and gaging experiences. should generally lead to satisfying outcomes for the players. Through this mix of rewards and emo- tions, employees and customers in a gamified expe- 3. Why gamification works rience repeat the behavioral outcome desired by the organization in a habitual or routine form (Duhigg, Gamification can change stakeholder behavior be- 2012). Through tapping into rewards and emotions, cause it taps into motivational drivers of human an effective gamification experience will motivate behavior in two connected ways: reinforcements individuals’ behavior changes in business settings. In and emotions. First, both positive and negative order to understand how to design an effective ga- reinforcements encourage repetition of behaviors, mified experience, we examine the fundamental as operant conditioning (Skinner, 1938) and the law principles that underpin gamification by introducing of effect (Thorndike, 1905) show us. These ap- the MDE framework. proaches have long been used in psychology to explain a range of human behaviors as well as behavior modification. They also posit that behavior 4. Gamification principles: The MDE changes can be motivated either through extrinsic framework or intrinsic reinforcements. That is, while external factors such as money or fame can certainly