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

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

Palavras-chave:

Aceleradora, Indústria de videogames, Etnografia, Incubadoras, Indústrias criativas.

Resumo

Objetivo do estudo: Buscamos entender dois aspectos de um acelerador de negócios: primeiro, como um acelerador influencia o desenvolvimento inicial do produto e, segundo, como um acelerador impacta os participantes durante e após a aceleração.

Relevância/originalidade: Adicionamos insights sobre o impacto e os resultados de um programa de aceleração em várias escalas: espacial, temporal e de produto. Nosso estudo é um dos primeiros a examinar um acelerador formal de desenvolvimento de videogames.

Metodologia/abordagem: Realizamos uma etnografia de um programa de prototipagem rápida no desenvolvimento de videogames. Os métodos incluíram 810 horas de observação participante, 58 entrevistas e centenas de artefatos materiais analisados.

Principais resultados: Os participantes do Accelerator criaram 42 protótipos de jogos, duas empresas receberam financiamento adicional, mas nenhum jogo foi lançado dentro de um ano do programa. As escalas de produtos mudaram ao longo do tempo de expectativas para protótipos e jogos finais. A escala espaço-temporal do acelerador estava aberta à interpretação. Participantes e observadores tinham duas perspectivas espaço-temporais principais (presente-local e futuro-global) que mudaram ao longo do período de um ano.

Contribuições teóricas/metodológicas: Primeiro, conceituamos um acelerador como um lugar competitivo duplo onde participantes e observadores se envolvem em duelos e perspectivas espaço-temporais em evolução ao longo do tempo. Em segundo lugar, desenvolvemos o conceito de uma escala de produto digital acelerada para explicar o processo de passar de um produto acelerador para um produto final potencial.

Contribuições sociais/para a gestão: Concluímos que o impacto de um acelerador é mais complexo do que a estrutura ou a saída. O acelerador pode gerar ideias ou protótipos rapidamente, mas isso não garante uma liberação mais rápida do produto final.

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Biografia do Autor

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

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