The impact of video game prototyping in an accelerator as viewed via spatial, temporal, and product scales

Devon Gidley; Mark Palmer

doi:10.5585/iji.v10i3.20745

Autores/as

Devon Gidley Queen's University Belfast https://orcid.org/0000-0001-7465-9279
Mark Palmer Queen's University Belfast https://orcid.org/0000-0002-9183-0696

DOI:

https://doi.org/10.5585/iji.v10i3.20745

Palabras clave:

Aceleradora, Industria de los videojuegos, Etnografía, Incubadoras, Industrias creativas.

Resumen

Objetivo del studio: Buscamos comprender dos aspectos de un acelerador de negocios: primero, cómo un acelerador influye en el desarrollo temprano del producto, y segundo, cómo un acelerador impacta a los participantes durante y después de la aceleración.

Originalidad/Relevancia: Agregamos información sobre el impacto y los resultados de un programa acelerador en múltiples escalas: espacial, temporal y de producto. Nuestro estudio es uno de los primeros en examinar un acelerador formal de desarrollo de videojuegos.

Metodología/enfoque: Realizamos una etnografía de un programa de creación rápida de prototipos en el desarrollo de videojuegos. Los métodos incluyeron 810 horas de observación participante, 58 entrevistas y cientos de artefactos materiales analizados.

Principales resultados: Los participantes de Accelerator crearon 42 prototipos de juegos, dos empresas recibieron financiamiento adicional, pero no se lanzaron juegos dentro del año del programa. Las escalas de los productos cambiaron con el tiempo, desde las expectativas hasta los prototipos y los juegos finales. La escala espacio-temporal del acelerador estaba abierta a interpretación. Los participantes y observadores tenían dos perspectivas espacio-temporales principales (presente-local y futuro-global) que cambiaron durante el período de un año.

Aportes teóricos/metodológicos: Primero, conceptualizamos un acelerador como un lugar competitivo dual donde los participantes y los observadores se involucran en duelos y perspectivas espacio-temporales en evolución a lo largo del tiempo. En segundo lugar, desarrollamos el concepto de una escala acelerada de productos digitales para explicar el proceso de pasar de un producto acelerador a un producto final potencial.

Contribuciones sociales/gestión: Concluimos que el impacto de un acelerador es más complejo que la estructura o la salida. El acelerador puede generar rápidamente ideas o prototipos, pero esto no garantiza un lanzamiento más rápido del producto final.

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Biografía del autor/a

Devon Gidley, Queen's University Belfast

Queen's School of Management

Mark Palmer, Queen's University Belfast

Professor of Strategy and Marketing

Queen's School of Management

Citas

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