Skip to main content
Article thumbnail
Location of Repository

Sticking to their guns: the impact of the culture and organisational practices of video games studios on the technological trajectory of the console games sector

By Juan Mateos-Garcia, Andrew Grantham, Jonathan Sapsed, Edward W. Steinmueller and Georgina Voss

Abstract

Analyses of path-dependence that consider explicitly the linkages between dynamics present at different levels of analysis are needed to improve current understandings of the evolution of industrial sectors. This paper undertakes such analysis in the Console Games sector, articulating the impact of the innovation activities of video games studios producing complementary inputs on its technological trajectory and dominant design. The recent introduction of a new dominant design in the sector constitutes a natural experiment that indicates the presence of inertias in the innovation behaviours of these agents. These inertias are explored through an in-depth study of 7 UK games studios, which identifies self-reinforcing organisational, management and recruitment practices linked to the culture and values of the communities involved in games development, resulting in cultural homogeneity in both workforce and management positions. This homogeneity favours incremental innovation and obstructs the exploration of alternative dominant designs, thus impacting on the outcomes of market competition, and shaping the sector’s technological trajector

Topics: N214 Organisational development, N215 Change and Innovation, W000 Creative Arts and Design
Year: 2010
OAI identifier: oai:eprints.brighton.ac.uk:7446

Suggested articles

Citations

  1. (2009). A Casual Revolution’, doi
  2. (1994). A socio-cognitive model of technology evolution: the case of cochlear implants, doi
  3. (2001). America’s Family Vehicle: Path Creation in the U.S. Minivan Market’.
  4. (2007). Analyze This: How Exclusive Will Exclusive
  5. (2005). Architectural Innovation and the Attacker's Advantage from Complementary Assets: The Case of the Video Game Console Industry’. Available at SSRN: http://ssrn.com/abstract=931532
  6. (1990). Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms’, doi
  7. (2007). Balancing the Tensions Between Rationalization and Creativity in the Video Games Industry’. doi
  8. (2005). Blue Ocean Strategy’, doi
  9. (1989). Building Theories From Case Study Research’, doi
  10. (1985). Clio and the doi
  11. (2005). Collaboration and Creativity: The Small World Problem'. doi
  12. (2008). Community, Economic Creativity and Organisation’, doi
  13. (1989). Competing Technologies, increasing returns and lock-in by Historical Events’, doi
  14. (2009). Consolidated Financial Statements’, Available from http://press.nintendo.com/docs/corporate/FinancialHighlights090507.pdf
  15. (1995). Dominant Designs and the Survival of doi
  16. (1982). Evolutionary Theory of Economic Change’ doi
  17. (2005). Fan based production for computer games: User led innovation, the ‘drift of value’ and the negotiation of intellectual property rights.’ Media International Australia incorporating Culture and Policy
  18. (1999). Game over: How Nintendo Conquered the World’,
  19. (2005). Getting The Measure Of The Electronic Games Industry: Developers And The Management Of Innovation’, doi
  20. (2003). Hardware gimmick or cultural innovation? Technological, cultural, and social foundations of the Japanese video game industry. doi
  21. (2004). Indirect Network Effects and the Product Cycle: Video Games doi
  22. (2006). Industry evolution and cross-sectoral skill transfers: a comparative analysis of the video game industry in Japan, the United States, and the United Kingdom.’ Environment and Planning A doi
  23. (1997). Industry Life cycles’, doi
  24. (1999). Information rules- a strategic guide to the network economy’, doi
  25. (2000). Innovation regimes, R&D and radical innovations in telecommunications’, doi
  26. (2001). Knowledge and organization: A social-practice perspective’, doi
  27. (2004). Masters of Doom: How Two Guys Created an Empire and Transformed Pop Culture’, doi
  28. (1990). Neither Market nor Hierarchy: Network Forms of doi
  29. (2003). Network Effects and Competition: An Empirical Analysis of the Home Video Game Industry’, doi
  30. (2008). Only 20 Percent of Video Games Make a Profit –
  31. (1991). Organizational Learning and Communities of Practice: Toward a unified view of working, learning, and innovation’. doi
  32. (2009). Organizational Path Dependence: Opening the Black Box’,
  33. (2001). Path creation as a process of mindful deviation",
  34. (1978). Patterns of Industrial Innovation',
  35. (2003). Platform Competition in Two-Sided Markets’, doi
  36. (2007). Playing across the playground: paradoxes of knowledge creation in the videogame firm’, doi
  37. (2006). Reggie: Wii makes $$$
  38. (1994). Regional Advantage’, doi
  39. (1984). Sectoral Patterns of Technical Change: Towards a Taxonomy and a Theory.Research Policy doi
  40. (1991). Situated Learning: Legitimate Peripheral Participation’, doi
  41. (1997). Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness. doi
  42. (1994). Sticky Information and the Locus of Problem Solving: doi
  43. (1992). Strategic Manouvering and Mass-Market Dynamics: doi
  44. (1998). Strategies for Survival in FastChanging Industries’, doi
  45. (1990). Technological discontinuities and dominant designs: a cyclical model of technological change’, doi
  46. (2003). Technological Leapfrogging: Lessons from the US Video Games Industry’, doi
  47. (1997). Technology brokering and innovation in a product development firm. doi
  48. (1998). The coevolution of community networks and technology: lessons from the flight simulation industry.’ doi
  49. (1994). The coevolution of technical and institutional events in the development of an innovation.
  50. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields’, doi
  51. (1999). The organizational impact of technological change: a comparative theory of national institutional factors’, doi
  52. (1988). The Sources of Innovation’, doi
  53. (2001). The Ultimate History of Video Games’,
  54. (2008). Thinking about Technology: Applying a Cognitive Lens to Technical Change’. doi
  55. (2008). User-led Innovation and the Video Game Industry’, doi
  56. (2008). Why most video games aren't profitable’,

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.