TY - GEN
T1 - Strategies and design principles to minimize negative side-effects of digital motivation on teamwork
AU - Algashami, Abdullah
AU - Shahri, Alimohammad
AU - McAlaney, John
AU - Taylor, Jacqui
AU - Phalp, Keith
AU - Ali, Raian
N1 - Publisher Copyright:
© Springer International Publishing AG 2017.
PY - 2017
Y1 - 2017
N2 - Digital Motivation in business refers to the use of technology in order to facilitate a change of attitude, perception and behaviour with regards to adopting policies, achieving goals and executing tasks. It is a broad term to indicate existing and emerging paradigms such as Gamification, Persuasive Technology, Serious Games and Entertainment Computing. Our previous research indicated risks when applying Digital Motivation. One of these main risks is the impact it can have on the interpersonal relationships between colleagues and their individual and collective performance. It may lead to a feeling of unfairness and trigger negative group processes (such as social loafing and unofficial clustering) and adverse work ethics. In this paper, we propose a set of strategies to minimize such risks and then consolidate these strategies through an empirical study involving managers, practitioners and users. The strategies are then analysed for their goal, stage and purpose of use to add further guidance. The strategies and their classification are meant to inform developers and management on how to design, set-up and introduce Digital Motivation to a business environment, maximize its efficiency and minimize its side-effects on teamwork.
AB - Digital Motivation in business refers to the use of technology in order to facilitate a change of attitude, perception and behaviour with regards to adopting policies, achieving goals and executing tasks. It is a broad term to indicate existing and emerging paradigms such as Gamification, Persuasive Technology, Serious Games and Entertainment Computing. Our previous research indicated risks when applying Digital Motivation. One of these main risks is the impact it can have on the interpersonal relationships between colleagues and their individual and collective performance. It may lead to a feeling of unfairness and trigger negative group processes (such as social loafing and unofficial clustering) and adverse work ethics. In this paper, we propose a set of strategies to minimize such risks and then consolidate these strategies through an empirical study involving managers, practitioners and users. The strategies are then analysed for their goal, stage and purpose of use to add further guidance. The strategies and their classification are meant to inform developers and management on how to design, set-up and introduce Digital Motivation to a business environment, maximize its efficiency and minimize its side-effects on teamwork.
KW - Digital motivation
KW - Gamification
KW - Motivation engineering
KW - Persuasive technology
UR - http://www.scopus.com/inward/record.url?scp=85015961046&partnerID=8YFLogxK
U2 - 10.1007/978-3-319-55134-0_21
DO - 10.1007/978-3-319-55134-0_21
M3 - Conference contribution
AN - SCOPUS:85015961046
SN - 9783319551333
T3 - Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics)
SP - 267
EP - 278
BT - Persuasive Technology
A2 - Oinas-Kukkonen, Harri
A2 - de Vries, Peter W.
A2 - Siemons, Liseth
A2 - Beerlage-de Jong, Nienke
A2 - van Gemert-Pijnen, Lisette
PB - Springer Verlag
T2 - 12th International Conference on Persuasive Technology, PERSUASIVE 2017
Y2 - 4 April 2017 through 6 April 2017
ER -