Gamification as an innovation: a tool to improve organizational marketing performance and sustainability of international firms

Abstract

PurposeThis study aims to investigate an under-researched area, an international marketing perspective, based on international dynamic capability, environmental sustainability and organizational marketing performance in gamification and non-gamification-based organizational culture (OC). This paper deepens the understanding of gamification-based and non-gamification-based OC influence on innovation capability and environmental and organizational marketing performance through the theory of organizational creativity and the theory of administrative behavior (AB).Design/methodology/approachThe authors collect data from firms that abide by the ISO 14091 certifications to ensure the proper quality standards. Primary data from 384 firms are used to test the hypotheses. The results would help firms invest in technological solutions by practicing creativity over time. Additionally, the study helps explore how AB is critical in steering technological creativity for making firms climate-conscious.FindingsThe study's findings identified that OC has a positive influence on technological innovation capabilities and environmental innovation capabilities. Technological innovation capabilities have a beneficial impact on environmental sustainability. Environmental sustainability appears to have a substantial correlation with technological innovation skills. Environmental innovation capabilities positively impact environmental sustainability and organizational marketing performance. A moderating effect of gamification on the international dynamic capabilities within a relationship between organizational culture and environmental innovation capabilities exists.Originality/valueThe investigation is confined to understanding how gamification-based and non-gamification-based organizational marketing culture affects innovation capability, environmental sustainability and organizational performance through the lens of theory of organizational creativity and theory of AB.

Influence of managerial practices, productivity, and change management process on organizational innovation capability of small and medium businesses

“…We have demonstrated that by improving the MGS and the decision-making process, and by articulating appropriate planning, it is possible for organizations to strengthen their innovation capability. This idea has received support from different studies (Ali et al , 2017; Shafique et al , 2022; Behl et al , 2023).…”

Brands are calling your AVATAR in Metaverse–A study to explore XR‐based gamification marketing activities & consumer‐based brand equity in virtual world

“…Hollebeek et al (2020) discussed about the social presence theory while stating that the brand association get more colourful when users connect with the brand on various virtual platforms and develop brand value. Users' perceived value get increase when they connect with the brand in an immersive Metaverse connected with XR technology (Behl et al, 2023; Buhalis et al, 2022; Rauschnabel et al, 2019).…”

“…These virtually wearable assets are considered a gamification activity, where consumers are associated with the brand with a feeling of pre‐ownership of the luxury product for their AVATAR. As discussed by Hsu and Chen (2018a) and Behl et al (2023), gamification marketing activities trigger consumers to perform an action in an embodied environment where they provide personal information while associated with the gamified event, such a type of information like name, address, preferences of choice of brand, the cognitive process of product selection, and so forth, are a very crucial set of information for luxury retail brands. And interaction with brands in a 3‐D environment provides a funnel system for brands to pool the consumers' valuable data while asking them to connect with the brand to use virtually wearable products for their AVATAR.…”

“…Previous research emphasized the integration of gamification‐based marketing activities with brand loyalty (Behl et al, 2023; Hsu & Chen, 2018b), brand attitude (Yang et al, 2017), brand awareness (Abou‐Shouk, & Soliman, 2021), brand engagement (Bousba & Arya, 2022; Eisingerich et al, 2019; Xi & Hamari, 2020), brand involvement (Nobre & Ferreira, 2017), brand love (Hsu & Chen, 2018a), brand experience (Eppmann et al, 2018), and impulse buying (Zhang et al, 2020). While most researchers investigate the effect of gamification on consumer engagement and its outcome, the impact of XR‐based gamification implementation on consumer engagement, brand love, and marketing is still scarce (Xi & Hamari, 2020).…”

How gamification elements benefit brand love: the moderating effect of immersion

“…Gamification can differentiate a firm's market offerings and affect consumer behavior; thus, designing gamification experiences is becoming an increasingly significant part of marketing strategies (Torres et al ., 2022). For example, several international service providers, including Nike, McDonald's and Bing, have successfully used gamification in their business practices (Behl et al ., 2023) and brand apps such as IKEA Studio, Amazon's AR View and Starbucks Rewards have used gamification to deliver unique brand experiences to customers (Kaur et al ., 2023). Thus, gamification is a marketing technique that allows firms to increase psychological responses to advertising, improve brand recall, expand brand awareness and foster a positive attitude toward the company (Noorbehbahani et al ., 2019).…”