• • Select and apply relevant theories and models to analyze Gamification in Service Management in service management.
• • Demonstrate an understanding of gamification in relation to digital services.
• • Analyze the impact of coding on digital service management, including flexibility, competition, and security.
• • Identify historical developments and recent trends in coding for digital services.

• Course Content, Structure, and Pedagogical Approach:

This course provides students with a fundamental understanding of gamification as a concept in digital services that is getting increasingly taken up by public and private organizations. Gamification is the process of applying game design elements and principles in non-game contexts to engage, motivate, and drive desired behaviors. It leverages the psychological drivers that make games engaging—such as challenge, reward, competition, and progression—to enhance user experience and facilitate learning, productivity, or behavior change in various settings.

Gamification range from various loyalty programs to actual games constructed to support or create a certain type of of behaviour in users or consumers. The course will look into the theories and practices for gamification to provide a better understanding of both the potential and limitations of gamification in service management with particular emphasis on managing digital services.

The course will cover:

• Gamification as a concept and practice for organizations, such as employee or user engagement, encouraging customer loyalty.
• How to use gamification for driving user interaction on digital platforms including social media.
• Gamification as a tool in service management

By the end of the course, students will:

• Develop an awareness of the main tools and techniques related to gamification
• Learn how gamification can be used managing in digital services.
• Apply theories and frameworks to analyze gamification in service management.

• Classic and basic theory
• New theory
• Models

• Discussion, critical reflection, modelling
• Activities that contribute to new or existing research projects

• Hamari, J., Koivisto, J., & Sarsa, H. (2016). Does gamification work? A meta-analysis of empirical studies on gamification. Journal of Business Research, 69(4), 1521–1527.
• Deterding, S., Dixon, D., Khaled, R., & Nacke, L. (2015). From game design elements to gamefulness: Defining gamification. MIS Quarterly, 39(1), 137–154.

• Ryan, R. M., & Deci, E. L. (2017). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 72(1), 43–54.
• Seaborn, K., & Fels, D. I. (2015). Gamification in theory and action: A survey. International Journal of Human-Computer Studies, 74, 14–31.

• Hofacker, C. F., de Ruyter, K., Lurie, N. H., Manchanda, P., & Donaldson, J. (2016). Gamification and mobile marketing effectiveness. Journal of Interactive Marketing, 34, 25–36.
• Huotari, K., & Hamari, J. (2017). A definition for gamification: Anchoring gamification in the service marketing literature. European Journal of Marketing, 51(1), 29–47.

• Leclercq, T., Hammedi, W., & Poncin, I. (2018). The boundaries of gamification for engaging customers: Effects of losing a contest in online co-creation communities. Journal of Marketing Management, 34(5-6), 478–502.
• Koivisto, J., & Hamari, J. (2019). The rise of motivational information systems: A review of gamification research. International Journal of Information Management, 45, 191–210.

• Article 9: Suh, A., Cheung, C. M., Ahuja, M., & Wagner, C. (2017). Gamification in the workplace: The central role of the aesthetic experience. Journal of Management Information Systems, 34(1), 268–305.
• Oprescu, F., Jones, C., & Katsikitis, M. (2016). I play at work: A study of gamification and its effect on employee engagement. Journal of Service Management, 27(4), 548–568.

• Morschheuser, B., Hamari, J., & Koivisto, J. (2017). Gamified crowdsourcing: Conceptualization, literature review, and future agenda. International Journal of Human-Computer Studies, 106, 26–43.
• Nicholson, S. (2015). A RECIPE for meaningful gamification: Relevance, engagement, and choice in interactive systems. Information Systems Journal, 25(4), 347–368.

• Article 13: Wirtz, B. W., Göttel, V., & Daiser, P. (2017). Gamification and service management: A meta-analysis of the state of research. Journal of Service Management, 28(2), 225–249.

• Article 15: Kim, T. W., & Werbach, K. (2016). More than just a game: Ethical issues in gamification. Ethics and Information Technology, 18(2), 157–173.
• Hyrynsalmi, S., Smed, J., & Kimppa, K. K. (2017). The dark side of gamification: How we should stop worrying and study also the negative impacts of bringing game design elements to everywhere. Computers in Human Behavior, 75, 670–678.

• Article 17: Xi, N., & Hamari, J. (2020). Does gamification affect brand engagement and equity? A study in online brand communities. Journal of Business Research, 109, 449–460.

• Robson, K., Plangger, K., Kietzmann, J. H., McCarthy, I., & Pitt, L. (2016). Game on: Engaging customers and employees through gamification. Business Horizons, 59(1), 29–36.
• Landers, R. N., Auer, E. M., Collmus, A. B., & Armstrong, M. B. (2018). Gamification science, its history and future: Definitions and a research agenda. Simulation & Gaming, 49(3), 315–337.