Changing the game: a case for gamifying knowledge management, Agnessa Shpakova, Viktor Dörfler and Jill MacBryde
Purpose: This exploratory paper investigates gamification as a medium for knowledge workers to interact with each other. The purpose of this paper is to open the discussion around the sustaining impact that gamification might have on knowledge management (KM).
Design/methodology/approach: The paper employs an exploratory literature review investigating the current state of the art in relation to KM and gamification; this literature review serves as the starting point of subsequent theorizing.
Findings: Based on the literature review the authors theorize that the use of gamification in KM can go far beyond the motivational aspects. To name just a few uses of gamification, it can help in: supporting flexibility, facilitating transparency and therefore improving trust, visualizing skills and competences as well as generating requirements for new competences and promoting a collaborative environment among the knowledge workers.
Research limitations/implications: This paper opens the discussion around KM and gamification and suggests a wide range of areas for further research.
Practical implications: In this paper the authors argue that by looking at gamification as more than just a set of tools for improving motivation and engagement a company can address some pitfalls of a particular type of knowledge workers.
Originality/value: Gamification is a new, but increasingly popular approach, which has been shown to be powerful in many areas. This paper is novel in that it initiates a dialogue around the impact that gamification might have on KM.
Keywords: Innovation; Gamification; Knowledge management; Knowledge management systems.
Citation: Shpakova, A., Dörfler, V. and MacBryde, J. (2017), "Changing the game: a case for gamifying knowledge management", World Journal of Science, Technology and Sustainable Development, Vol. 14 No. 2/3, pp. 143-154. https://doi.org/10.1108/WJSTSD-01-2017-0002