Advertisement

Serious Games Adoption in Corporate Training

  • Aida Azadegan
  • Johann C. K. H. Riedel
  • Jannicke Baalsrud Hauge
Part of the Lecture Notes in Computer Science book series (LNCS, volume 7528)

Abstract

Corporate managers are constantly looking for more effective and efficient ways to deliver training to their employees. Traditional classroom methods have been used for a long time. However, in the last decade electronic learning technology has gained in significance. Serious Games are games that educate, train and inform using entertainment principles, creativity, and technology. Serious Games are proven as a learning method for conveying skills on complex tasks by incorporating sound learning and pedagogical principles into their design and structure. Therefore, it is believed that Serious Games have got the potential to be used to meet government or corporate training objectives. However, the awareness and adoption level of serious games by industry is not known.

In this research we designed and conducted a pilot survey among UK-based companies. We used the survey in order to assess the level of awareness and adoption of Serious Games in companies for corporate training. We aim to understand what kinds of skills development Serious Games-based trainings are desired by companies and to know what they perceive the benefits and barriers of using Serious Games are in companies. This paper describes the stages of the design of the survey questionnaire, presents and analyses the results and ends with conclusions and a discussion about the future research work.

Keywords

Serious Games Innovation Adoption Awareness Corporate Training 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Zyda, M.: From Visual Simulation to Virtual Reality to Games. Computer 38(9), 25–32 (2005)CrossRefGoogle Scholar
  2. 2.
    Michael, D., Chen, S.: Serious Games: Games that educate, train, and inform. Thomson Course Technology, Boston (2006)Google Scholar
  3. 3.
    Windhoff, G.: Planspiele für die verteilte Produktion. Entwicklung und Einsatz von Trainingsmodulen für das aktive Erleben charakteristischer Arbeitssituationen in arbeitsteiligen, verteilten Produktionssystemen auf Basis der Planspielmethodik. Dissertation. Bremen (2001)Google Scholar
  4. 4.
    Srother, J.B.: An Assessment of the Effectiveness of e-learning in Corporate Training Programs. International Review of Research in Open and Distance Learning 3(1) (2002)Google Scholar
  5. 5.
    Beck, J., Wade, M.: Got Game shows how growing up immersed in video games has profoundly shaped the attitudes and abilities of this new generation. Harvard Business Press, Boston (2004)Google Scholar
  6. 6.
    Crandall, R.W., Sidak, J.G.: Video Games: Serious Business for America’s Economy. Entertainment Software Association Report, Available at SSRN (2006), http://ssrn.com/abstract=969728 (last accessed: November 29, 2011)
  7. 7.
    Malhorta, M.K., Grover, V.: An assessment of survey research in POM: from constructs to theory. Journal of Operations Management 16, 407–425 (1998)CrossRefGoogle Scholar
  8. 8.
    Wacker, J.G.: A definition of theory: research guidelines for different theory-building research methods in operations management. Journal of Operations Management 16(4), 361–385 (1998)CrossRefGoogle Scholar
  9. 9.
    Best Companies The workplace engagement specialist (2011), http://www.bestcompanies.co.uk/ (last accessed: July 13, 2012)
  10. 10.
    Scholz-Reiter, B., Gavirey, S., Echelmeyer, W., Hamann, T., Doberenz, R.: Developing a virtual tutorial system for online simulation games. In: Proceedings of the 30th SEFI Annual Conference, Firenze, Italy (2002)Google Scholar
  11. 11.
    Siddiqui, M.H.: Distance Learning Technologies, p. 321. APH Publishing Corporation, New Delhi (2004)Google Scholar
  12. 12.
    Chell, E., Athayde, E.: Planning for uncertainty: soft skills, hard skills and innovation. Reflective Practice 12(5) (2011)Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2012

Authors and Affiliations

  • Aida Azadegan
    • 1
  • Johann C. K. H. Riedel
    • 1
  • Jannicke Baalsrud Hauge
    • 2
  1. 1.Nottingham University Business SchoolNottinghamUK
  2. 2.University of BremenBremenGermany

Personalised recommendations