Serious games for managers: Creating cognitive, financial, technological, social, and emotional value in in-service training

Oihab Allal-Chérif, Evelyne Lombardo and Franck Jaotombo ()
Additional contact information
Oihab Allal-Chérif: NEOMA - Neoma Business School
Evelyne Lombardo: LSIS - Laboratoire des Sciences de l'Information et des Systèmes - AMU - Aix Marseille Université - UTLN - Université de Toulon - Arts et Métiers Paristech ENSAM Aix-en-Provence - CNRS - Centre National de la Recherche Scientifique, Kedge BS - Kedge Business School
Franck Jaotombo: CEReSS - Centre d'études et de recherche sur les services de santé et la qualité de vie - AMU - Aix Marseille Université, EM - EMLyon Business School

Post-Print from HAL

Abstract: This article analyzes the value creation of serious games along five dimensions: (1) product design, (2) cost optimization, (3) impact on cognition, (4) experienced emotions, and (5) the socialization process. This research adopts an exploratory approach, mixes qualitative and quantitative methods, and is based on the case study of AXA, the number 1 global insurance brand. The authors interviewed learners, trainers, and managers from the company. The originality lies in the comparison of five different training methods: face-to-face, videoconference, non-tutored e-learning, tutored e-learning, and serious games. The qualitative study reveals that serious games create value according to five dimensions: conception, optimization, cognition, emotion, and socialization. The four recommendations are: (1) to integrate serious games into a wide-ranging training protocol; (2) to balance face-to-face and distance-learning phases; (3) to assess knowledge transfer and to check that learners can use what they learned in the real world; and (4) to ensure learner self-awareness and enhance cognitive engagement. The quantitative study suggests that value ​​created by serious games is significantly different from value ​​created by other learning methods. Additionally, managers recognize significantly higher value creation ​​than trainers and learners.

Keywords: Serious game; Knowledge acquisition; cognition; Socialization; emotion; In-service training (search for similar items in EconPapers)
Date: 2022-07-01
Note: View the original document on HAL open archive server: https://hal.science/hal-03638060v1
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

Published in Journal of Business Research, 2022, 146 (146), 166-175 p. ⟨10.1016/j.jbusres.2022.03.083⟩

Downloads: (external link)
https://hal.science/hal-03638060v1/document (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03638060

DOI: 10.1016/j.jbusres.2022.03.083

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().