Strategies and Design Principles to Minimize Negative Side-Effects of Digital Motivation on Teamwork

Authors: Algashami, A., Shahri, A., McAlaney, J., Taylor, J., Phalp, K. and Ali, R.

http://eprints.bournemouth.ac.uk/27481/

Start date: 3 April 2017

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 wo rk 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.

This data was imported from Scopus:

Authors: Algashami, A., Shahri, A., McAlaney, J., Taylor, J., Phalp, K. and Ali, R.

http://eprints.bournemouth.ac.uk/27481/

Journal: Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics)

Volume: 10171 LNCS

Pages: 267-278

eISSN: 1611-3349

ISBN: 9783319551333

ISSN: 0302-9743

DOI: 10.1007/978-3-319-55134-0_21

© Springer International Publishing AG 2017. 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.

This source preferred by John McAlaney, Jacqui Taylor, Alimohammad Shahri, Keith Phalp and Raian Ali

This data was imported from Web of Science (Lite):

Authors: Algashami, A., Shahri, A., McAlaney, J., Taylor, J., Phalp, K. and Ali, R.

http://eprints.bournemouth.ac.uk/27481/

Journal: PERSUASIVE TECHNOLOGY: DEVELOPMENT AND IMPLEMENTATION OF PERSONALIZED TECHNOLOGIES TO CHANGE ATTITUDES AND BEHAVIORS, PERSUASIVE 2017

Volume: 10171

Pages: 267-278

eISSN: 1611-3349

ISBN: 978-3-319-55133-3

ISSN: 0302-9743

DOI: 10.1007/978-3-319-55134-0_21

The data on this page was last updated at 04:43 on November 23, 2017.