Social Collaboration and Gamification

Christian Meske, Tobias Brockmann, Konstantin Wilms and Stefan Stieglitz ()
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Christian Meske: Innoscale AG
Tobias Brockmann: Innoscale AG
Konstantin Wilms: Innoscale AG
Stefan Stieglitz: Innoscale AG

Chapter Chapter 7 in Gamification, 2017, pp 93-109 from Springer

Abstract: Abstract Despite the fact that enterprise social software solutions such as IBM Connections and Microsoft Sharepoint are able to increase the communication as well as the collaboration among employees, companies are constantly confronted with the necessity to improve their employees’ motivation to interact with the system. Since gamification has been identified as an effective tool to enhance user acceptance, software developers adopt an increasing number of gamification elements to take advantage of it. Based on an in-depth analysis of the international market leaders in enterprise social software solutions, this chapter examines the implementation of gamification elements and critically reflects on how well they fit with the current insights of flow research in motivational psychology. We argue that current gamification elements predominately aim at the augmentation of the users’ extrinsic motivation whereas intrinsic motivation has mostly been ignored. Furthermore, we identify a trend in which gamification solutions primarily focus on rewarding quantitative improvement of work activities, neglecting qualitative performance. Subsequently, current solutions do not match recent findings in research and ignore risks that can lower the employees’ motivation and work performance in the long run.

Keywords: Intrinsic Motivation; Extrinsic Motivation; Personal Brand; Social Software; Game Element (search for similar items in EconPapers)
Date: 2017
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DOI: 10.1007/978-3-319-45557-0_7

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