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Gamification of the Internal Innovation Process An Examination of Literature Streams and a Case Study Analysis von Schöning, Julius (eBook)

  • Erscheinungsdatum: 14.09.2015
  • Verlag: GRIN Verlag
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Gamification of the Internal Innovation Process

Bachelor Thesis from the year 2014 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,3, Technical University of Munich (TUM School of Management), language: English, abstract: Gamification has been hyped during the last years. There are studies predicting an enormous rise of the rate of companies gamifying their innovation process. Nevertheless, the majority of those projects are supposed to fail because the application might be designed poorly. In this thesis, a comprehensive examination of theoretical background is delivered, the providers of gamification software are ascertained, case studies of some of their completed projects are analyzed, and interviews are conducted with implementing consultants. The thesis concludes that gamifying an innovation platform for time-restricted innovation challenges can be a very powerful and successful management tool if implemented properly. Open-ended gamification approaches of innovation platforms usually fail to meet its business objectives in the long run because participation decreases over time.

Produktinformationen

    Format: ePUB
    Kopierschutz: AdobeDRM
    Seitenzahl: 75
    Erscheinungsdatum: 14.09.2015
    Sprache: Englisch
    ISBN: 9783668045934
    Verlag: GRIN Verlag
    Größe: 978kBytes
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Gamification of the Internal Innovation Process

2 Theoretical Background

After a brief overview of how this thesis is structured, an introduction to its scientific body is given. A theoretical foundation is offered by innovation management, theory of human motivation, and gamification amongst others with the principles of game design and the utilization of the latter for business purposes when linking innovation management and gamification.

2.1 Innovation Management

Ever since Schumpeter's theory of disruptive innovation (Joseph Alois Schumpeter, 1939; Joseph A Schumpeter, 2002) it became clear how essential proper innovation management and a progressive culture for a company actually are: If they are not sufficient, the competitive advantage vanishes, and in the worst case bankruptcy occurs (Joseph Alois Schumpeter, 1939). Competitive success is dependent upon an organization's management of the innovation process and proposes factors that relate to successful management of the innovation process (e.g. Adams, Bessant, & Phelps, 2006).

After defining innovation the Innovation Funnel model will be presented. Given this visualization an example is shown how large or highly innovative companies deal with innovation where it is not possible anymore to simply offer a suggestion box. Instead a demand for a software application exists that is able to deal with great amounts of ideas, adjustments and improvements.

2.1.1 Classification of innovation

'Innovation' originates in the Latin word 'innovare' [1] , which means 'to make new' [2] . Tidd, Pavitt, and Bessant (2001), however, define it more precisely in the business context as "a core process concerned with renewing what the organization offers and optimizing the way it generates and delivers its output". The latter sum it up as innovation being "a process of turning opportunity into new ideas and of putting these ideas into widely used practice" which means again that innovation is not only about generating the ideas but most notably also establishing the practical use of it - whether it may be for example a product, a service, or just a minimal improvement of an already existing process.

Generally, creativity tends to result in new ideas which can be pursued until market or implementation maturity; or as Farid, El-Sharkawy, and Austin (1993) put it, creativity leads to "results in the generation of new and useful ideas or the combination of existing ideas into new and useful concepts to satisfy a need".

2.1.2 The Innovation Funnel

To classify the different phases of an innovation process the innovation funnel model has been postulated (Dooley & O'sullivan, 2007; Dunphy et al., 1996; Flynn, Dooley, O'sullivan, & Cormican, 2003; Lenfle & Baldwin, 2007; O'Sullivan, 2002).

Figure 2: Innovation Funnel - own work based on O'Sullivan (2002), Lenfle and Baldwin (2007), and Mindjet (Appendix C1)

As visualized in Figure 2 , innovation evolves after various steps that the ideas have to pass. In contrast to the so called Stage Gate Idea-to-Launch Process (Cooper, 1990, 2008) the metaphorical funnel purposely does not have 'stop and go'-barriers but instead a consistently narrowing shape, meaning that due to constant feedback, adjustments, and improvements some ideas do not get pursued any longer while others get substantiated and eventually merged.

Describing an idea's journey until it becomes a valuable innovation for the company, the innovation funnel starts with the idea being handed in by the idea provider or idea generator (Dooley & O'sullivan, 2007). It gets pooled with other ideas that were handed in as some might overlap.

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