On the Effectiveness of Gamified Risk Management Workshops: Evidence from German SMEs
DOI:
https://doi.org/10.17083/ijsg.v3i2.117Keywords:
Gamification, Gamified Workshop Design, Risk Management, SMEsAbstract
This study analyzes the potential benefits gamification can offer to SMEs in the area of risk management. A structured review of the topic of risk management in SMEs and previous studies of the application of gamification to risk management forms a theoretical framework. A gamified risk management workshop is devised which is used as a treatment for three German SMEs. This article contains a description of the developed workshop, the applied methodology and the respective results. While following a quasi-experimental action research approach, it becomes evident that the gamified workshop has the potential to motivate the participants, increase their knowledge on risk management and foster cognitive and group de-biasing. The findings suggest that gamification can be a valuable tool for SMEs to enhance their risk management process.
References
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[30] Scheiner, C., Witt, M., The Backbone of Gamification – a Theoretical Consideration of Play and Game Mechanics, [Online], Available at: http://subs.emis.de/LNI/Proceedings/Proceedings220/2372.pdf , 2011
[31] Gartner, Gartner says by 2014, 80 Percent of Current Gamified Applications Will Fail to Meet Business Objectives Primarily Due to Poor Design, [Online], Available at http://www.gartner.com/newsroom/id/2251015, 2012
[32] Kooij, K., Hoogendoorn, E., Spijkerman, R., Visch, V., Validation of Games for Behavioural Change: Connecting the Playful and the Serious, International Journal of Serious Games, Vol. 2, Nr. 3, 2015
[33] De Gloria, A., Bellotti, F., Berta, R., Lavagnino, E., Serious Games for education and training, International Journal of Serious Games, Vol. 1, Nr. 1, 2014 http://dx.doi.org/10.17083/ijsg.v1i1.11
[34] Ryan, R., Deci, E., Intrinsic and extrinsic Motivation: Classic Definitions and new directions, Contemporary Educational Psychology, Vol. 25, pp. 54-67, 2000 http://dx.doi.org/10.1006/ceps.1999.1020
[35] Deterding, S., The Lens of Intrinsic Skill Atoms: A Method for Gameful Design, Human–Computer Interaction, Vol. 30, Nr. 3-4, pp. 294-335, 2015 http://dx.doi.org/10.1080/07370024.2014.993471
[36] Cunningham, C., Zichermann, G., “Gamification by Design: Implementing game mechanics in web and mobile apps”, 1st edition, Sebastopol: O’Reilly, 2011
[37] Library Technology Report, Designing Gamification in the right way; Vol. 51, Nr. 2, pp. 29-35, 2015
[38] Bartle, R., Hearts, clubs, diamonds, spades: Players who suit MUDs, Journal of MUD Research, Vol. 1, Nr. 1, [Online], Available at: http://www.mud.co.uk/richard/hcds.htm, 1996
[39] Lichtenvoort, D., “Video game element incentives in cross functional enterprise”, Hamburg: Diplomica Verlag GmbH, 2014
[40] Pandey, A., Gamification Of Compliance Training: A Case Study, [Online], Available at http://elearningindustry.com/gamification-of-compliance-training-serious-game-concept, 2014
[41] Afify, M. F., Action Research: Solving Real World Problems, Tourism & Hospitality Research, Vol. 8, Nr. 2, pp. 153-159, 2008 http://dx.doi.org/10.1057/thr.2008.13
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[43] Hammersley, M., Action Research: A contradiction in terms?, Oxford Review of Education, Vol. 30, Nr. 2, pp. 165-181, 2004 http://dx.doi.org/10.1080/0305498042000215502
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[46] Nogueira, J. M., Romero, D., Espadas, J., Molina, A., Leveraging the Zachman framework implementation using action research methodology – a case study: aligning enterprise architecture and the business goals, Enterprise Information Systems, Vol. 7, Nr. 1, pp. 100-132, 2013 http://dx.doi.org/10.1080/17517575.2012.678387
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[48] Avison, D., Lau, F., Myers, M., Nielsen, P., Action Research, Association for Computing Machinery, Action Research Communications of the ACM, Vol. 42, Nr. 1, pp. 94-97, 1999 http://dx.doi.org/10.1145/291469.291479
[49] Bradley, K., Quasiexperimental Research, [Online], Available at: http://www.education.com/reference/article/quasiexperimental-research/, 2009
[50] McTaggart, R., “Guiding Principles for Participatory Action Research”, in McTaggart, R. Ed. (1997) Participatory Action Research, International Contexts and Consequences, State University of New York Press, Albany, 1997
[51] Coughlan, P., Coghlan, D., Action Research for Operations Management, International Journal of Operations & Production Management, Vol. 22, Nr. 2, pp. 220-240, 2002 http://dx.doi.org/10.1108/01443570210417515
[52] Lewis, P., Saunders, M., Thornhill, A., “Research methods for business students”, 5th edition. Edinburgh Gate: Pearson Education Limited, 2009
[53] Carson, D., Gilmore, A., Perry, C., Grønhaug, K., “Qualitative Marketing Research”, London: Sage, 2001 http://dx.doi.org/10.4135/9781849209625
[54] Krueger, R. A.; Casey, M. A., “Focus Groups: A Practical Guide for Applied Research” (3rd edn), Thousand Oaks, CA: Sage, 2000 http://dx.doi.org/10.1037/10518-189
[55] Dresing, T., Pehl, T., Schmieder, C., Manual (on) Transcription, Transcription Conventions, Software Guides and Practical Hints for Qualitative Researchers, 3rd English Edition, Marburg, [Online], Available at: http://www.audiotranskription.de/english/transcription-practicalguide.htm, 2015
[56] Kvale, S., “Interviews”. Thousand Oaks, CA: Sage, 1996
[57] Catalano, C. E., Luccini, A. M., Mortara, M., Best practices for an effective Design and Evaluation of Serious Games, International Journal of Serious Games, Vol. 1, Nr. 1, 2014
[58] Landers, R. N., Bauer, K.N., Kallan, R. C., Gamification of task performance with leaderboards: A goal setting experiment, Computers in Human Behavior, http://dx.doi.org/10.1016/j.chb.2015.08.008, 2015
[59] Mekler, E. D., Brühlmann, F., Tuch, A. N., Opwies, K., Towards understanding the effects of individual gamification elements on intrinsic motivation and performance, Computers in Human Behavior, http://dx.doi.org/10.1016/j.chb.2015.08.048, 2015
[2] Prentice, R. A., Valine, Y. A., Don’t kid yourself, you’re biased, RMA Journal, Vol. 95, Nr.10, pp. 12-17, 2013
[3] Abotsi, A. K., Dake, G. Y., Agyepong, A. R., Factors Influencing Risk Management Decision of Small and Medium Scale Enterprises in Ghana, Contemporary Economics, Vol. 8, Nr. 4, pp. 397-413, 2014
[4] Schönbohm, A., Urban, K., “Can Gamification close the engagement gap of Generation Y?”, Berlin, Logos Verlag, 2014
[5] Enterprise Gamification Consultancy: Risk Management Awareness, [Online], Available at http://www.enterprise-gamification.com/mediawiki/index.php?title=Risk_Management_Awareness, 2014
[6] Bajdor, P., Dragolea, L., The gamification as a tool to improve risk management in the enterprise, Annales Universitatis Apulensis Series Oeconomica, Vol. 2, Nr. 13, pp. 574-583, 2011
[7] AIRMIC, Alarm, IRM, A structured approach to Enterprise Risk Management (ERM) and the requirements of ISO 31000, [Online], Available at https://www.theirm.org/media/886062/ISO3100_doc.pdf, 2010
[8] Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Echeverría Lazcano., A. M., Villanueva, P., Project risk management methodology for small firms, International Journal of Project Management, Vol. 32, Nr. 2, pp. 327-340, 2014 http://dx.doi.org/10.1016/j.ijproman.2013.05.009
[9] Clark, A., Smaller sized risk management, Canadian Underwriter, Vol. 78, Nr. 9, pp.38-42, 2011
[10] Lindegaard, S., Innovation: The 7 Key Differences Between Big and Small Companies, [Online], Available at: http://www.15inno.com/2011/10/28/free-book-making-open-innovation-work/, 2011
[11] Negus, J., 10 common ERM Challenges, Risk Management Magazine, [Online], Available from: http://www.rmmagazine.com/2010/03/01/10-common-erm-challenges/, 2010
[12] Gao, S. S., Sung, M. C., Zhang, J., Risk management capability building in SMEs: A social capital perspective, International Small Business Journal, Vol. 31, Nr. 6, pp. 677-700, 2013. http://dx.doi.org/10.1177/0266242611431094
[13] Moore, J., Culver, J., Masterman, B., Risk Management for Middle Market Companies, Journal of Applied Corporate Finance, Vol. 12, Nr. 4, pp. 112-119, 2000. http://dx.doi.org/10.1111/j.1745-6622.2000.tb00024.x
[14] Ellegaard, C., Supply risk management in a small company perspective, Supply Chain Management: An International Journal, Vol. 13, Nr. 6, pp. 25-434, 2008
[15] Bruns, V., Fletcher, M., Banks’ risk assessment of Swedish SMEs, Venture Capital, Vol. 10 No. 2, pp. 171-194, 2008 http://dx.doi.org/10.1080/13691060801946089
[16] Sukumar, A., Edgar, D., Grant, K., An investigation of e-business risks in UK SMEs, World Review of Entrepreneurship, Management and Sustainable Development, Vol. 7, Nr. 4, pp. 380-401, 2011. http://dx.doi.org/10.1504/WREMSD.2011.042892
[17] Thomas, M., Decision-making: is risk management the Prozac of modern business?, Keeping Good Companies, Vol. 64, Nr. 11, pp. 663-665, 2012
[18] Barnes, J. H. Jr., Cognitive Biases and their Impact on Strategic Management, Strategic Management Journal, Vol. 5, Nr. 2, pp. 129-137, 1984 http://dx.doi.org/10.1002/smj.4250050204
[19] Harada, Y., Hunter, M., „Walking under a Ladder“: Superstition and Ritual as a cognitive bias in management decision making, Economics, Management, and Financial Markets, Vol. 7, Nr. 4, pp34-41, 2012
[20] Gigerenzer, G., Hertwig, R., Pachur, T., “Heuristics: The foundations of adaptive behaviour”, 1st edition. New York: Oxford University Press, 2011 http://dx.doi.org/10.1093/acprof:oso/9780199744282.001.0001
[21] Sims, R. R., Sauser, W. I., Toward a Better Understanding of the Relationships among Received Wisdom, Groupthink, and Organizational Ethical Culture, Journal of Management Policy & Practice, Vol. 14, Nr. 4, pp.75-90, 2013
[22] Kahr, A., Blame 'Systemic Risk' on Groupthink, American Banker, Vol. 175, Nr. 156, 2010
[23] Raval, U., Ojha, A. K., Risk perceptions of TMTs: Impact on strategic change and conformity, Academy of Management Annual Meeting Proceedings, pp. 1496-1501, 2014
[24] Lahno, A., Serra-Garcia, M., Peer effects in risk taking: Envy or conformity?, Journal of Risk & Uncertainty, Vol. 50, Nr. 1, pp. 73-95, 2015 http://dx.doi.org/10.1007/s11166-015-9209-4
[25] Agans, R. P., Shaffer, L. S. The Hindsight Bias: The Role of the Availability Heuristic and Perceived Risk, Basic & Applied Social Psychology, Vol. 15, Nr. 4, pp. 439-449, 1994 http://dx.doi.org/10.1207/s15324834basp1504_3
[26] Marshall, A., Ojiako, U., Managing risk through the veil of ignorance, Journal of Risk Research, Vol. 16, Nr. 10, pp. 1225-1239, 2013 http://dx.doi.org/10.1080/13669877.2013.788056
[27] Cen, L., Hilary, G., Wei, K. C. J., The Role of Anchoring Bias in the Equity Market: Evidence from Analysts’ Earnings Forecasts and Stock Returns, Journal of Financial & Quantitative Analysis, Vol. 48, Nr. 1, pp. 47-76, 2013 http://dx.doi.org/10.1017/S0022109012000609
[28] Hess, D., Orbe, S., Irrationality or Efficiency of Macroeconomic Survey Forecasts? Implications from the Anchoring Bias Test, Review of Finance, 2013, Vol. 17, Nr. 6., pp. 2097-2131, 2013
[29] Deterding, S., Dixon, D., Khaled, R., Nacke, L., Gamification: toward a definition, [Online], Available from: http://gamification-research.org/wp-content/uploads/2011/04/02-Deterding-Khaled-Nacke-Dixon.pdf, 2011
[30] Scheiner, C., Witt, M., The Backbone of Gamification – a Theoretical Consideration of Play and Game Mechanics, [Online], Available at: http://subs.emis.de/LNI/Proceedings/Proceedings220/2372.pdf , 2011
[31] Gartner, Gartner says by 2014, 80 Percent of Current Gamified Applications Will Fail to Meet Business Objectives Primarily Due to Poor Design, [Online], Available at http://www.gartner.com/newsroom/id/2251015, 2012
[32] Kooij, K., Hoogendoorn, E., Spijkerman, R., Visch, V., Validation of Games for Behavioural Change: Connecting the Playful and the Serious, International Journal of Serious Games, Vol. 2, Nr. 3, 2015
[33] De Gloria, A., Bellotti, F., Berta, R., Lavagnino, E., Serious Games for education and training, International Journal of Serious Games, Vol. 1, Nr. 1, 2014 http://dx.doi.org/10.17083/ijsg.v1i1.11
[34] Ryan, R., Deci, E., Intrinsic and extrinsic Motivation: Classic Definitions and new directions, Contemporary Educational Psychology, Vol. 25, pp. 54-67, 2000 http://dx.doi.org/10.1006/ceps.1999.1020
[35] Deterding, S., The Lens of Intrinsic Skill Atoms: A Method for Gameful Design, Human–Computer Interaction, Vol. 30, Nr. 3-4, pp. 294-335, 2015 http://dx.doi.org/10.1080/07370024.2014.993471
[36] Cunningham, C., Zichermann, G., “Gamification by Design: Implementing game mechanics in web and mobile apps”, 1st edition, Sebastopol: O’Reilly, 2011
[37] Library Technology Report, Designing Gamification in the right way; Vol. 51, Nr. 2, pp. 29-35, 2015
[38] Bartle, R., Hearts, clubs, diamonds, spades: Players who suit MUDs, Journal of MUD Research, Vol. 1, Nr. 1, [Online], Available at: http://www.mud.co.uk/richard/hcds.htm, 1996
[39] Lichtenvoort, D., “Video game element incentives in cross functional enterprise”, Hamburg: Diplomica Verlag GmbH, 2014
[40] Pandey, A., Gamification Of Compliance Training: A Case Study, [Online], Available at http://elearningindustry.com/gamification-of-compliance-training-serious-game-concept, 2014
[41] Afify, M. F., Action Research: Solving Real World Problems, Tourism & Hospitality Research, Vol. 8, Nr. 2, pp. 153-159, 2008 http://dx.doi.org/10.1057/thr.2008.13
[42] Burnes, B., Kurt Lewin and the Planned Approach to Change: A re-appraisal, Journal of Management Studies, Vol. 41, Nr. 6, pp. 977-1002, 2004 http://dx.doi.org/10.1111/j.1467-6486.2004.00463.x
[43] Hammersley, M., Action Research: A contradiction in terms?, Oxford Review of Education, Vol. 30, Nr. 2, pp. 165-181, 2004 http://dx.doi.org/10.1080/0305498042000215502
[44] Hron, A., Kompe, H., Otto, K.-P., Wächter, H., “Aktionsforschung in der Ökonomie“, Frankfurt (Main) / New York: Campus Verlag, 1979
[45] Duschek, S., Sydow, J., “Aktionsforschung – Königsweg zu Netzwerkzeugen?“ In: Sydow, J.; Duschek, S. (HRsg), Netzwerkzeuge: Tools für das Netzwerkmanagement. Springer Fachmedien Wiesbaden, 2013 http://dx.doi.org/10.1007/978-3-658-00258-9_11
[46] Nogueira, J. M., Romero, D., Espadas, J., Molina, A., Leveraging the Zachman framework implementation using action research methodology – a case study: aligning enterprise architecture and the business goals, Enterprise Information Systems, Vol. 7, Nr. 1, pp. 100-132, 2013 http://dx.doi.org/10.1080/17517575.2012.678387
[47] Devlin, A. B., Murphy, T. P., An architecture for a business and information system, IBM Systems Journal, Vol. 27, Nr. 1, pp. 60-80, 1988 http://dx.doi.org/10.1147/sj.271.0060
[48] Avison, D., Lau, F., Myers, M., Nielsen, P., Action Research, Association for Computing Machinery, Action Research Communications of the ACM, Vol. 42, Nr. 1, pp. 94-97, 1999 http://dx.doi.org/10.1145/291469.291479
[49] Bradley, K., Quasiexperimental Research, [Online], Available at: http://www.education.com/reference/article/quasiexperimental-research/, 2009
[50] McTaggart, R., “Guiding Principles for Participatory Action Research”, in McTaggart, R. Ed. (1997) Participatory Action Research, International Contexts and Consequences, State University of New York Press, Albany, 1997
[51] Coughlan, P., Coghlan, D., Action Research for Operations Management, International Journal of Operations & Production Management, Vol. 22, Nr. 2, pp. 220-240, 2002 http://dx.doi.org/10.1108/01443570210417515
[52] Lewis, P., Saunders, M., Thornhill, A., “Research methods for business students”, 5th edition. Edinburgh Gate: Pearson Education Limited, 2009
[53] Carson, D., Gilmore, A., Perry, C., Grønhaug, K., “Qualitative Marketing Research”, London: Sage, 2001 http://dx.doi.org/10.4135/9781849209625
[54] Krueger, R. A.; Casey, M. A., “Focus Groups: A Practical Guide for Applied Research” (3rd edn), Thousand Oaks, CA: Sage, 2000 http://dx.doi.org/10.1037/10518-189
[55] Dresing, T., Pehl, T., Schmieder, C., Manual (on) Transcription, Transcription Conventions, Software Guides and Practical Hints for Qualitative Researchers, 3rd English Edition, Marburg, [Online], Available at: http://www.audiotranskription.de/english/transcription-practicalguide.htm, 2015
[56] Kvale, S., “Interviews”. Thousand Oaks, CA: Sage, 1996
[57] Catalano, C. E., Luccini, A. M., Mortara, M., Best practices for an effective Design and Evaluation of Serious Games, International Journal of Serious Games, Vol. 1, Nr. 1, 2014
[58] Landers, R. N., Bauer, K.N., Kallan, R. C., Gamification of task performance with leaderboards: A goal setting experiment, Computers in Human Behavior, http://dx.doi.org/10.1016/j.chb.2015.08.008, 2015
[59] Mekler, E. D., Brühlmann, F., Tuch, A. N., Opwies, K., Towards understanding the effects of individual gamification elements on intrinsic motivation and performance, Computers in Human Behavior, http://dx.doi.org/10.1016/j.chb.2015.08.048, 2015
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On the Effectiveness of Gamified Risk Management Workshops: Evidence from German SMEs. (2016). International Journal of Serious Games, 3(2). https://doi.org/10.17083/ijsg.v3i2.117
