ORIGINAL_ARTICLE
Managing the New Gamified World: How Gamification Changes Businesses
How can employees be driven to engage in desirable behaviors such as greater participation in achieving goals, collaboration, and knowledge sharing? How can new customers be encouraged to buy the company's products and services? How are brand loyalty, health-oriented behaviors, adherence to rules, and social participation strengthened? Gamification is an interdisciplinary approach that provides answers to all of these questions. Gamification is about designing with the help of game components to create a game-world experience for users in real-world situations. Many managers of for-profit corporations and the public sector now use gamification strategies to influence the behavior of their beneficiaries and gamifying commercial, industrial, and social environments. The present study, with its systematic review of theoretical literature and meta-analysis of related research, intends to acquaint researchers in the fields of management and economics with the capacities of gamification in improving the business. This begins with a description of the basics (such as theories, dynamics, and mechanics) and continues with a summary of gamification applications in Management Aspects and Business/ Institutional Areas. Management Aspects section includes Marketing, Brand Loyalty, Advertising, Education, Organizational Behavior, and Operations Management; and in Business/ Institutional Areas section the applications of gamification in the Healthcare, Tourism, Political Participation, and Military are mentioned.
https://www.ijmae.com/article_114332_e6e5446756aefb2de7f43883ff1c593c.pdf
2020-07-01
370
390
Gamification
serious games
Gamified World
Game Experience
Game of Work
Mohammad
Ahmadi
mmahmadi@ihu.ac.ir
1
PhD Student in Systems Management, Imam Hossein University, Tehran, Iran
LEAD_AUTHOR
Adèr, H. J., Mellenbergh, G. J., and Hand, D. J. (2008). Advising on Research Methods: A consultant's companion. Johannes van Kessel: Rosmalen: Netherlands.
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60
ORIGINAL_ARTICLE
Endogenous Timing in Mixed Duopoly with Wage-Rise Contracts as Strategic Device
This paper considers a mixed duopoly market in which a private firm competes against a public firm. Each firm first has to choose the timing for offering a wage-rise contract as a strategic device. The timing of the game is as follows. In stage one, each firm chooses either stage two or stage three simultaneously and independently. In stage two, the firm choosing stage two offers a wage-rise contract in this stage. In stage three, the firm choosing stage three offers a wage-rise contract in this stage. At the end of the game, each firm chooses its actual output simultaneously and independently. The paper studies the behavior of the public firm and the private firm in the mixed duopoly model. The aim of this paper is to present the equilibrium outcome of the mixed duopoly model.
https://www.ijmae.com/article_114333_c2a9e8917150a51dd7b275029dc8263c.pdf
2020-07-01
391
399
Endogenous timing
private firm
public firm
wage-rise contract
Kazuhiro
Ohnishi
ohnishi@e.people.or.jp
1
Institute for Basic Economic Science, Osaka, Japan
LEAD_AUTHOR
Bárcena-Ruiz, J. C. (2007). Endogenous timing in a mixed duopoly: price competition. Journal of Economics, 91, 263-272.
1
Beladi, H., & Chao, C.-C. (2006). Does privatization improve the environment? Economics Letters, 93, 343-347.
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3
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4
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5
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6
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7
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8
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10
Ohnishi, K. (2003). A model of a price-setting duopoly with a wage-rise contract. Australian Economic Papers, 42, 149-157.
11
Ohnishi, K. (2008). Mixed duopoly with wage-rise contract as strategic commitments. Ekonomia, 11, 35-49.
12
Ohnishi, K. (2010). Wage-rise contract and endogenous timing in international mixed duopoly. Research in Economics, 64, 121-127.
13
Ohnishi, K. (2015). Wage-rise contract and a three-stage model with state-owned and labour-managed firms. In K. Ohnishi, Firms’ Strategic Decisions: Theoretical and Empirical Findings, Volume 1 (pp. 139-154). Sharjah, UAE: Bentham Science Publishers.
14
Pal, D. (1998). Endogenous timing in a mixed oligopoly. Economics Letters, 61, 181-185.
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16
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17
Xu, L., Lee, S.-H., & Wang, L. F. S. (2018). Strategic trade and privatization policies in bilateral mixed markets. In K. Ohnishi, Firms’ Strategic Decisions: Theoretical and Empirical Findings, Volume 3 (pp. 101-126). Sharjah, UAE: Bentham Science Publishers.
18
ORIGINAL_ARTICLE
Determining Factors for Malaysian Money Demand Function
Our study based on determining factors that affect the function of demand for money in the Malaysian economy over 1970-2018 based on time-series data collected from WDI (World Bank). We tacitly include real CPI, real interest rate, financial innovation, real GDP, and implied the ARDL Bound tests. Derived from empirical evidence, we revealed that financial innovation has quite a significant and positive impact on the short-term. In contrast, real GDP has a negative and meaningful relationship with real money demand function in Malaysia. The official real exchange rate has a positive and significant relationship with real-money demand, with an increase in the real exchange rate of one unit, boosting the long-term function with money demand by 0.97. Negative and significant relationships revealed that by raising 1% real GDP dissecting to decrease real money demand by 0.6395 in the Malaysian economy. Eventually, real money demand anticipated 13.0796 once all independent variable in the Malaysian economy is zero.
https://www.ijmae.com/article_114334_4aae71ddee77d168c8be646a46435885.pdf
2020-07-01
400
415
Real Money Demand
Financial Innovation
RGDP
Muhammad
Mazher
muhammad.mazher@s.unikl.edu.my
1
Business School, University Kuala Lumpur (UniKL), KL, Malaysia
LEAD_AUTHOR
Jauhari
Dahalan
2
Business School, University Kuala Lumpur (UniKL), KL, Malaysia
AUTHOR
Achsani, N. A. (2010). Stability of Money Demand in an Emerging Market Economy: An Error Correction and ARDL Model for Indonesia. Research Journal of Internatıonal Studıes, 13, 9.
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5
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7
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8
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9
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10
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11
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13
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15
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19
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20
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21
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22
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23
Treichel, V. (1997). Broad Money Demand and Monetary Policy in Tunisia. International Monetary Fund Working Paper, WP/97(22).
24
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25
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26
Yu, H., & Gan, P.-T. (2009). An Empirical Analysis of the Money Demand Function in ASEAN-5. International Research Journal of Finance and Economics, 33, 11.
27
ORIGINAL_ARTICLE
Exploring the Mediating Role of Work Engagement, Career Management and Career Satisfaction among Small and Medium Enterprises in Ghana
Employers always seek to engage employees who are fit for the work, able to adapt to the changing trends in the business environment and contribute much to the organizations to the best of their abilities. It is however not automatic for an organization to achieve such objective. They must constitute programs and measures that would help them realize this goal and take employees to the level that would enable them to give their best to the organization. Using an online survey, a questionnaire was sent randomly to 460 employees within SMEs in Accra Metropolis out of which 400 responded to the questionnaire sent to them. The researcher explored the mediating role of Work Engagement on the relationship between Organizational Career Management and Career Satisfaction. OCM was categorized into three indicators, which are Career Planning, Career Development and Career Opportunity for the purposes of this study. The study revealed that Organizational Career Management (Career Planning, Career Development, and Career Opportunity) have an impact on employees Career Satisfaction and Work Engagement. It further showed that Work Engagement mediates the relationships between the independent variables and the dependent variable among employees in SMEs in Accra Metropolis. In view of this, the study recommends that, in order to promote career satisfaction and sustain work engagement among employees, SMEs should promote and incorporate Career Planning, Career Development, and Career Opportunity into their mainstream activities.
https://www.ijmae.com/article_114335_a461ff2291235a7b126e473a33defe99.pdf
2020-07-01
416
434
Career Development
Career Opportunity
Career planning
Career Satisfaction
Organizational Career Management
work engagement
Benard
Korankye
righteous20@gmail.com
1
School of Management, Jiangsu University, Zhenjiang, China
LEAD_AUTHOR
Afonso, P., Ramos, M. R., Saraiva, S., Moreira, C. A., & Figueira, M. L. (2014). Assessing the relation between career satisfaction in psychiatry with lifelong learning and scientific activity. Psychiatry Research. 217, 210–214.
1
Andrew, O. C., & Sofian, S. (2012). Individual Factors and Work Outcomes of Employee Engagement. Procedia -,. Social and Behavioral Sciences, 40, 40, 498-508.
2
Bakker, A. B., & Demerouti, E. (2014). Job demands–resources theory. Wellbeing: A Complete Reference Guide.
3
Bambacas, M. (2010). Organizational handling of careers influences managers’ organizational commitment. Journal of Management Development, 29, 807–827.
4
Barnett, B. R., & Bradley, L. (2007). The impact of organizational support for career development on career satisfaction. Career Development International, 12(7), 617–636.
5
Blessing, W. (2019). SME’s in focus: why some SME’s lose talents. https://www.jobstreet.com.my/en/cms/employer/smes-focus-smes-lose-talent/.
6
Cheung, C., Kong, H., & Song, H. (2014). How to influence hospitality employee perceptions on hotel brand performance? International Journal of Contemporary Hospitality Management, 26(8).
7
Dar, M. S., Ahmed, S., & Raziq, A. (2017). “Small and medium-size enterprises in Pakistan: Definition and critical issues,” Pakistan Business Review, 19(1), 46–70.
8
de Oliveira, L. B., Cavazotte, F., & Alan Dunzer, R. (2017). The interactive effects of organizational and leadership career management support on job satisfaction and turnover intention. The International Journal of Human Resource Management, 1–21. https://doi.org/10.1080/ 09585192.2017.1298650
9
Demerouti, E., & Bakker, A. B. (2011). The Job Demands–Resources model: Challenges for future research. SA Journal of Industrial Psychology, 37(2). https://doi.org/https://doi.org/10.4102/sajip.v37i2.974
10
Ghana, S. service. (2016). GSS, Integrated Business Establishment Survey, Regional Spatial Business Report, Ghana Statistical Service, Accra,Ghana, 2016.
11
Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2009). Career Management. Sage Publication.
12
Guan, Y., Zhou, W., Ye, L., Jiang, P., & Zhou, Y. (2015). Perceived organizational career management and career adaptability as predictors of success and turnover intention among Chinese employees. Journal of Vocational Behaviour, 88, 230–237. https://doi.org/https://doi.org/10.1016/j. jvb.2015.04.002
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H, K., Cheung, C., & H., S. (2011). Hotel career management in China: Developing a measurement scale. Internatioal Journal of Hospitality Management, 30(1), 112–118.
14
Hassan, R. (2015). Freedom of Media in India: A legal perspective. International Journal of Humanities and Social Sciences, 3(2), 191–202.
15
Hossain, M., & I. Kauranen. (2016). “Open innovation in SMEs: a systematic literature review,” Journal of Strategy and Management, 9(1), 58–73.
16
Kong, H., Cheung, C., & Song, H. (2012). From hotel career management to employees’ career satisfaction: The mediating effect of career competency. International Journal of Hospitality Management, 31, 76–85.
17
Kothari, C. R. (2004). Research Methodology; Methods & Techniques. New Delhi: New Age International Publishers.
18
Kumar, R. (2017). “Targeted SME Financing and Employment Effects: What Do We Know and What Can We Do Differently?” World Bank, 2017.
19
Kumudha, A., & Abraham, S. (2014). Organization Career Management and Its Impact on Career Satisfaction: A Study in the Banking Sector.
20
Leadership, I. (2010). Advancing Careers, Driving Results: Career Development for Business Success, Right Management.
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