Grywalizacja jako przykład mody w zarządzaniu (Gamification as a Management Fad)

• Authors: Alicja Balcerak

Title variants

EN

Gamification as a Management Fad

• Languages of publication: PL

Abstracts

PL

Grywalizacja jest stosunkowo młodą modą menedżerską. Na rynku tej mody można dostrzec działania zmierzające do jej upowszechnienia i instytucjonalizacji. Pomimo to grywalizacja może okazać się modą krótkotrwałą, przelotną. Mimo obiecujących kierunków rozwoju, praktykę może zdominować jej uproszczona wersja (grywalizacja BPL). O wpływie grywalizacji na organizacje zadecydują sposoby adaptacji tego podejścia.

EN

Gamification is a relatively young trend in management. On this fashion market it is possible to perceive actions aimed at its promotion and institutionalization. In spite of this, gamification may prove a short–lived, fleeting fad. In spite of promising directions for development, practice may be dominated by a simplified version—BPL gamification. The impact of gamification on the organization shall be determined by ways in which this approach will be adapted.

Keywords

PL

grywalizacja; moda w zarządzaniu; moda menedżerska

EN

gamification; mangement fashion; managerial fashion

• Publisher: Institute of Labor and Social Studies, Warsaw
• Journal: Zarządzanie Zasobami Ludzkimi
• Year: 2015
• Issue: 2015 2(103) Gamifikacja/Grywalizacja (Gamification)
• Pages: 65-76
• Document type: article

Dates

published

2015-04-15

Contributors

author

Alicja Balcerak

• Wrocław University of Technology, Wrocław, Poland

References

• Abrahamson E. (1996), Managerial fashions, Academy of Management Review, nr 21/1, s. 254–285.
• Abrahamson E., Eisenman M. (2008), Employee-management techniques: Transient fads or trending fashions? Administrative Science Quarterly, nr 53, s. 719–744.
• Abrahamson E., Fairchild G. (1999), Management fashion: Lifecycles, triggers, and collective learning processes, Administrative Science Quarterly, nr 44, s. 708–740.
• Ansari S. M., Fiss P. C., Zajac E. J. (2010), Made to fit: How practices vary as they diffuse, Academy of Management Review, nr 35 (1), s. 67–92.
• Badgeville (2014), How to gamify, dostęp 10 grudnia 2014, <http://badgeville.com/wiki/enterprise>.
• Balcerak A. (2010), Mody w teorii i praktyce zarządzania; w Lachiewicz S., Nogalski B. (red.), Osiągnięcia i perspektywy nauk o zarządzaniu, Warszawa, Oficyna Wolters Kluwer, s. 181–198.
• Benders J., van Veen K. (2001), What's in a fashion? Interpretative viability and management fashions, Organization, nr 8 (1), s. 33–53.
• Bogost I. (2011), Persuasive games: exploitationware,Gamasutra, dostęp 3 maja 2011, <www.gamasutra.com/view/feature/6366/persuasive_games_exploitationware.php>.
• Burke B. (2014), Gamify: How gamification motivates people to do extraordinary things, Brookline, Bibliomotion Inc.
• Carroll J. M., Thomas J. M. (1988), Fun, ACM SIGCHI Bulletin, nr 19 (3), s. 21–24.
• Dale B. G., Elkjaer M. B. F., van der Wiele A., Williams A. R. T. (2001), Fad, fashion and fit: An examination of quality circles, business process re-engineering and statistical process control, International Journal of Production Economics, nr 73, s. 137–152.
• Deci E. L., Ryan R. M. (2000), The „what” and „why” of goal pursuits: human needs and the self-determination of behavior, Psychological Inquiry, nr 11 (4), s. 227–268.
• Deterding S. (2014), Eudaimonic design, or: six invitations to rethink gamification, w Fuchs M., Fizek S., Ruffino P., Schrape N. (red.), Rethinking gamification, Lüneburg, Meson Press, s. 305–331.
• Deterding S., Dixon D., Khaled R., Nacke L. (2011), Gamification: toward a definition, w CHI 2011 Workshop Gamification: Using Game Design Elements in Non-Game Contexts, art. 2.
• Dragona D. (2014), Counter-gamification: emerging tactics and practices against the rule of numbers, w Fuchs M., Fizek S., Ruffino P., Schrape N. (red.), Rethinking gamification, Lüneburg, Meson Press, s. 227–248.
• Ferrara J. (2013), Games for persuasion argumentation, procedurality, and the lie of gamification, Games and Culture, nr 8 (4), s. 289–304.
• Foxman M. (2014), How to win Foursquare: body and space in a gamified world, w Fuchs M., Fizek S., Ruffino P., Schrape N. (red.), Rethinking gamification, Lüneburg, Meson Press, s. 71–90.
• Frémaux B., Marcovici C. (2007), Stratèges d'entreprises, fashion victims ou fashion leaders? Paris, Presses de l'Ecole des Mines.
• Gartner (2014a), Hype cycle for emerging technologies, www.gartner.com/doc/2809728, dostęp 10 grudnia 2014.
• Gartner (2014b), Gartner redefines gamification, dostęp 10 grudnia 2014, <blogs.gartner.com/brian_burke/2014/04/04/gartner-redefines-gamification/>.
• Herger M. (2014), Enterprise gamification: engaging people by letting them have fun, CreateSpace.
• Lang G., Ohana M. (2012), Are management fashions dangerous for organizations? International Journal of Business and Management, nr 7 (20), s. 81–89.
• Leba M., Ionica A. (2013), eLearning through interactive games, AWERProcedia Information Technology & Computer Science, vol 04, s. 373–378.
• Llagostera E. (2012), On gamification and persuasion, Proceedings of SBGames 2012, s. 12–21.
• Madsen D. Ø., Stenheim T. (2014), The impact of management concepts: a typology, Problems and Perspectives in Management, nr 12 (4), s. 103–108.
• Mezirow J. (1991), Transformative dimensions of adult learning, San Francisco, Josey-Bass.
• Miller D., Hartwick J., Le Breton-Miller I. (2004), How to detect a management fad and distinguish it from a classic, Business Horizons, nr 47 (4), s. 7–16.
• Nicholson S. (2015), A RECIPE for meaningful gamification, w Reiners T., Wood L.C. (red.), Gamification in education and business, London, Springer, s. 1–20.
• Nelson M. J. (2012), Soviet and American precursors to the gamification of work, w Proceeding of the 16th International Academic MindTrek Conference, ACM, s. 23–26.
• Nicolai A., Dautwiz J. (2010), Fuzziness in action: what consequences has the linguistic ambiguity of the core competence concept for organizational usage?, British Journal of Management, nr 21 (4), s. 874–88.
• Perkmann M., Spicer A. (2008), How are management fashions institutionalized? The role of institutional work, Human Relations, nr 61/6, s. 811–844.
• Reeves B., Read J. L. (2009), Total engagement: using games and virtual worlds to change the way people work and businesses compete, Boston, Harvard University Press.
• Robertson M. (2010), Can’t Play, Won’t Play, Hide & Seek, dostęp 6 października 2010, <hideandseek.net/2010/10/06/cant-play-wont-play/>.
• Røvik K. A. (2011), From fashion to virus: An alternative theory of organizations’ handling of management ideas, Organization Studies, 32(5), s. 631–653.
• Scarbrough H. (2002), The role of intermediary groups in shaping management fashion: The case of knowledge management, International Studies of Management and Organization, nr 32/4, s. 87–103.
• SJP Słownik języka polskiego, PWN, <http://sjp.pwn.pl/>.
• Solomon M. R., Rabolt N. J. (2004), Consumer behaviour in fashion, Englewood Cliffs, Prentice-Hall.
• Staw B., Epstein L. (2000), What bandwagons bring: Effects of popular management techniques on corporate performance, reputation, and CEO pay, Administrative Science Quarterly, nr 45/3, s. 553–556.
• Tulloch R. (2014), Reconceptualising gamification: Play and pedagogy, Digital Culture & Education, nr 6:4, s. 317–333.
• Wilhelm H., Bort S. (2013), How managers talk about their consumption of popular management concepts: identity, rules and situations, British Journal of Management, nr 24, s. 428–444.

Identifiers

ISSN

1641-0874