{"id":749,"date":"2018-11-23T08:11:19","date_gmt":"2018-11-23T06:11:19","guid":{"rendered":"https:\/\/webpages.tuni.fi\/gamification\/?p=749"},"modified":"2018-11-23T08:11:19","modified_gmt":"2018-11-23T06:11:19","slug":"the-gamification-of-work-lessons-from-crowdsourcing","status":"publish","type":"post","link":"https:\/\/webpages.tuni.fi\/gamification\/2018\/11\/23\/the-gamification-of-work-lessons-from-crowdsourcing\/","title":{"rendered":"The gamification of work: Lessons from crowdsourcing"},"content":{"rendered":"

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Image Source: https:\/\/www.stockvault.net\/photo\/176769\/businessman-drawing-social-network-on-virtual-screen<\/a><\/p>\n

The increasing ubiquitous interconnectedness based on recent technological developments, such as the Internet and smartphones, has enabled new modes of economic coordination and management to become feasible, such as crowdsourcing [1] and sharing economies [3][9]. Although in the past, organizations commonly created value within well-defined organizational structures, recent technological advancements have made it feasible to coordinate and employ large groups of Internet users \u2013 <\/span>the crowd<\/span><\/i> \u2013 in a host of activities of collective value creation [6]. As a result, more and more organizations now apply crowdsourcing for outsourcing various kinds of work to the crowd rather than using employees or suppliers. The application of crowdsourcing reaches diverse array of domains, which include, for example, the creation of ideas and innovations [2][10], the gathering of knowledge, and the creation of user-generated content [13], the solving of complex problems that require creativity and human intelligence [1][4], the annotation of images, text, or video data [18], and even the funding of products [14] [15]. Business analysts expect that 75% of high-performing enterprises will employ crowdsourcing as part of their value creation by 2018 [7] and many start-ups are known whose workforce is primarily based on crowd workers [16].<\/span><\/p>\n

In parallel, business analysts also estimate that at least 50% of all organizations that manage such innovation processes gamify their processes [8] and reviews of literature show that crowdsourcing systems are one of the largest domains employing gamification [11][12] that is, organizations seek to make the crowdsourced work activity more like playing a game [17] to provide other motives for working than just monetary compensation [5]. However, while the new phenomenon seems intuitively appealing, there is little coherent knowledge on the gamification of work and its potential opportunities and challenges. Furthermore, to be able to harness the full potential of gamification, a union of knowledge of interwoven areas of game design, motivational psychology and management is needed. Therefore, in this article, based on the accumulated body of research on gamification in crowdsourcing, we discuss the emerging opportunities and challenges of using gamification in management.
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The Gamification of Work: Lessons From Crowdsourcing<\/span><\/p>\n

Benedikt Morschheuser \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/b><\/a>Juho Hamari<\/b><\/a><\/p>\n

Citation:<\/i><\/b> Morschheuser, B., & Hamari, J. (2018). <\/span>The gamification of work: Lessons from crowdsourcing.<\/b>\u00a0\u00a0Journal of Management Inquiry<\/span><\/i>.<\/span><\/p>\n

Please see the paper for full details:<\/span>\u00a0 Journal \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/a>ResearchGate<\/a><\/p>\n

Abstract:<\/b><\/p>\n

The nature of work and management are in flux; work is increasingly distributed, sporadic, community-driven, and motivated by constant self-development. Developments such as sharing economies, crowdfunding, and crowdsourcing have emerged as new forms of organizing work and economic coordination. At the same time, increased gaming and gamification of our lives have arrived to address this newly found yearning for intrinsically motivated work. Thus, work is increasingly consciously and unconsciously gamified. Crowdsourcing is a frontrunner management domain in employing gamification to positively affect motivation and performance of workers. However, to be able to harness the full potential of gamification, a union of knowledge of interwoven areas of game design, motivational psychology and management is needed. Therefore, in this article, based on the accumulated body of research on gamification in crowdsourcing, we discuss the emerging opportunities and challenges of using gamification in management.<\/span><\/p>\n

References:<\/span><\/b><\/p>\n

[1]Afuah, A., & Tucci, C. (2012). Crowdsourcing as a solution to distant search. Academy of Management Review, 37, 355-375.<\/span><\/p>\n

[2]Bayus, B. L. (2013). Crowdsourcing new product ideas over time: An analysis of the Dell Ideastorm community. Management Science, 59, 226-244.<\/span><\/p>\n

[3]Belk, R. (2014). You are what you can access: Sharing and collaborative consumption online. Journal of Business Research, 67, 1595-1600.<\/span><\/p>\n

[4]Cooper, S., Khatib, F., Treuille, A., Barbero, J., Lee, J., Beenen, M., . . . Players, F. (2010). Predicting protein structures with a multiplayer online game. Nature, 466, 756-760.<\/span><\/p>\n

[5]Colbert, A., Yee, N., & George, G. (2016). The digital workforce and the workplace of the future. Academy of Management Journal, 59, 731-739.<\/span><\/p>\n

[6]Estell\u00e9s-Arolas, E., & Gonz\u00e1lez-Ladr\u00f3n-de-Guevara, F. (2012). Towards an integrated crowdsourcing definition. Journal of Information Science, 38, 189-200.<\/span><\/p>\n

[7]Gartner. (2014). Predicts 2015: Sourcing strategies shift from \u201cbuilt to last\u201d to \u201cbuilt to Adapt.\u201d Retrieved from https:\/\/www. gartner.com\/doc\/2925517\/predicts\u2013sourcing-strategies-shift<\/span><\/p>\n

[8]Gartner. (2011). Gartner says by 2015, more than 50 percent of organizations that manage innovation processes will gamify those processes. Retrieved from http:\/\/www.gartner.com\/it\/ page.jsp?id=1629214<\/span><\/p>\n

[9]Hamari, J., Sj\u00f6klint, M., & Ukkonen, A. (2016). The sharing economy: Why people participate in collaborative consumption. Journal of the Association for Information Science and Technology, 67, 2047-2059.<\/span><\/p>\n

[10]Hutter, K., Hautz, J., F\u00fcller, J., Mueller, J., & Matzler, K. (2011). Communitition: The tension between competition and collaboration in community-based design contests. Creativity and Innovation Management, 20, 3-21.<\/span><\/p>\n

[11]Koivisto, J., & Hamari, J. (2019). The rise of motivational information systems: A review of gamification research. International Journal of Information Management.<\/span><\/p>\n

[12]Morschheuser, B., Hamari, J., Koivisto, J., & Maedche, A. (2017). Gamified crowdsourcing: Conceptualization, literature review, and future agenda. International Journal of Human-Computer Studies, 106, 26-43.<\/span><\/p>\n

[13]Nov, O. (2007). What motivates Wikipedians? Communications of the ACM, 50(11), 60-64.<\/span><\/p>\n

[14]Paschen, J. (2017). Choose wisely: Crowdfunding through the stages of the startup life cycle. Business Horizons, 60, 179-188.<\/span><\/p>\n

[15]Stemler, A. (2013). The JOBS Act and crowdfunding: Harnessing the power\u2014and money\u2014of the masses. Business Horizons, 56, 271-285.<\/span><\/p>\n

[16]Tapscott, D., & Williams, A. D. (2011). MacroWikinomics: Rebooting business and the world. London, England: Atlantic Books.<\/span><\/p>\n

[17]Vesa, M., Hamari, J., Harviainen, J. T., & Warmelink, H. (2017). Computer games and organization studies. Organization Studies, 38, 273-284.<\/span><\/p>\n

[18]von Ahn, L., & Dabbish, L. (2008). Designing games with a purpose. Communications of the ACM, 51(8), 57-67.<\/span><\/p>\n

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 <\/p>\n","protected":false},"excerpt":{"rendered":"

Image Source: https:\/\/www.stockvault.net\/photo\/176769\/businessman-drawing-social-network-on-virtual-screen The increasing ubiquitous interconnectedness based on recent technological developments, such as the Internet and smartphones, has enabled new modes of economic coordination and management to become feasible, such as crowdsourcing [1] and sharing economies [3][9]. Although in the past, organizations commonly created…<\/p>\n","protected":false},"author":7,"featured_media":752,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6,12,20],"tags":[],"_links":{"self":[{"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/posts\/749"}],"collection":[{"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/comments?post=749"}],"version-history":[{"count":0,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/posts\/749\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/media\/752"}],"wp:attachment":[{"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/media?parent=749"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/categories?post=749"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/webpages.tuni.fi\/gamification\/wp-json\/wp\/v2\/tags?post=749"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}