Gamification in a Democratic Pro-Environmental Behaviour Model towards achieving effective ESG corporate strategies

This paper aims to analyze the extent to which gamification is an effective alternative to promote the adoption of democratic pro-environmental behaviors and contribute towards the creation of the relative organization culture. The accepted definition of gamification for this paper is the process of enhancing a service with affordances for gameful experiences to support users’ overall value creation. This marketing perspective approach focuses more on the effects obtained as a consequence of activating intrinsic and extrinsic motivation through gamified systems rather than the analysis of the characteristics of the game design elements and the incentives for its practical and actual adaptation and utilization within organizations. Furthermore, the proposed model is linked with the ESG criteria to further incentivize its organization’s adaptation from theory to practice. Finally, the paper indicates limitations and areas of further research towards green ocean strategies that can maximize its applications and impact

An ESG-SDGs alignment and execution model based on the Ocean Strategies transition in emerging markets

This research introduces an ESG – SDG mapping model and its execution process to achieve the maximum of this relationship. The prioritization of the SDGs must be related with the organizational ESG strategy and the commitment to execute it. The proposed model is based on integrating the Blue, Pink and Green oceans for the gradual achievement of the SDGs during the transition from one ocean to the other. This transition connects the ESG-SDG mapping process with the three innovation oceans and their overlapped spaces which are referred in this research as innovation seas. This Pink Ocean and Green Ocean driven ESG framework is targeted primarily to the Emerging Markets where the need to adapt the SDGs is more significant than other regions. The paper indicates the initial limitations in the strategy and application of the proposed model and areas of further research that can improve its development and market adaptation

The Scandinavian Democratic Governmental Support Model for Start-Ups and Innovations (SDeGMSI)

This paper attempts to identify the main elements of the unique Scandinavian government business policy formula for innovation start-up success, particularly in Sweden and Finland, which has been key in creating a region with an incredibly high density of “unicorns” (billion-dollar companies), second to Silicon Valley. The paper introduces the Scandinavian Democratic Governmental Support Model for Start-Ups and Innovations (SDeGMSI), a globally applicable public sector model for the support and encouragement of start-ups and business innovation. The model is based on Scandinavian governments’ practices while also accounting factors such as cultural values, the performance of local economies, and demographic characteristics. The democratic dimension is powered with the Company Democracy Model, another Scandinavian innovation management model. SDeGMSI provides critical, fair, and unbiased support of the government to all the organizations and start-ups that can demonstrate significant and valuable intellectual capital for the economy and society

An ESG aligned Global Gender Equity Model for creating equitable corporate and government organisations

This paper presents the Global Gender Equity Model (GGEM), a new conceptual model for understanding and describing the implementation of the factors that create gender equitable nations. It is based on four socioeconomic pillars (People, Economy, Education, Governance) and aligned with the ESG (Environment, Social, Governance) criteria adopted by private and public organizations. The model uses the principles of these pillars to develop and deliver an assessment tool and guidelines holistic in their approach to help transform nations from their current inequitable state. The integration of the GGEM with the ESG index has been designed to incentivize the adaptation of the model in organizations towards achieving faster and higher organizational ESG scoring. The paper also presents the limitations of the model at its current stage and areas of further research to support the model with techniques and processes that facilitate the adaptation efficiency and implementation consistency

Democratic Management Succession in Balkan Family Businesses: Appointment of Family and nonfamily Members in Leadership Roles

Given that the nomination of family and nonfamily members to top senior positions may set personal interests against corporate ones, this may lead to serious problems in the firm’s strategic direction when the two are not compatible. Consequently, potential successors should be assessed across different domains to determine who is the best fit for a leadership role. Accordingly, this paper introduces the Democratic Employee Connect Model (DECM), a step-gated framework that can provide a potential solution for family businesses when planning for management succession. It comprises six steps, which will guide family-owned enterprises during this crucial process. The six steps of the model align with the Company Democracy Model to democratically identify the most suitable candidate in the succession process, which is often driven by personal and family interests. The paper also presents research limitations that can be considered for future research

A strategic partner selection decision-making support methodology in the business modelling phase for startups in the pre-incubation phase

Partner choice is an important element for any business throughout its lifecycle. It is even more strategic in early startup stages, when the business model is set in the pre-incubation phase.Entrepreneurs are confronted to take decisions on which partners to choose. Those strategic decisions on which partners to commit with, and defining their roles, can be made more or less formally, with the risk of relying on “gut feelings” when there is complex data to be taken in consideration and when there is pressure, constraints, limited resources and no proper methodology for the entrepreneur to base its decision on.Confronted to such a situation, it is interesting to consider building a decision-making support methodology for strategic partner choice for in the business modelling phase of a startup pre-incubation phase. This can offer support to the entrepreneur and make its leadership anchored in more formal approach to decision-making.This research presents a methodological framework that can support early startups, while still in the pre-incubation phase, to select the most suitable strategic business partner(s) and develop, based on that, their business operations, management, development and commercialization models. The methodology offers an initial approach which allows an entrepreneur to make more formal investigation and be assisted in the decision-making process on choosing the partners and defining their roles and contribution in the strategy of the start-up. Specifically, the methodology intends to provide support on selecting the most relevant and feasible data types that need to be collected for the effective partner evaluation and selection. Furthermore, it provides a data collection mechanism and algorithm, a partner evaluation procedure, support on identifying the strategic intend or need from a specific partner, the analysis of the potential partner based on the partnership needs, a scoring tableau based on several parameters per partner selection criteria and finally the calculation of the potential partner’s score. The research conducted evaluated twenty-one potential partners for a VR training startup that intends to operate in the following months and it is currently at the partnerships establishment phase. The partners that have been analyzed derive from eight, related to the start-up, professional sectors, from five countries, and with more than fifty unique activities that cover the fourteen key parameters of the partner evaluation methodology. The paper presents the overall methodological approach in stages and the procedure (steps) of each stage. It indicates the goal setting approach, the evaluation of the partner’s activities, the partner’s evaluation scorecard, the computation of the scoring process and the visualization of the scoring results in tables and charts that create a partner’s evaluation dashboard for effective partners comparison in total or in specific partnership requirements as set in the partnerships strategy and objectives. It must be noted that the proposed methodology is not an optimal tool but more of a heuristic exploratory tool. Further research has been scheduled to be extend the testing of the methodology with more cases, to increase the number of partner evaluation parameters and to link several of the related parameter metrics with sources than can provide more subjective values

Understanding corporate innovation readiness and frequency factors with the Democratic Survival, Mirrored and Compulsive (DSMC) Framework

This paper introduces the Democratic Survival, Mirrored, and Compulsive (DSMC) Framework, a step-by-step guide to help businesses understand their innovation readiness status. The framework calculates several attributes and plots the results on a graph indicating the factors to consider in the company’s innovations strategy. The primary findings indicate factors that impact the innovation frequency, such as the available R&D facilities, financial position and stability, cumulative organizational knowledge, policy direction, and the organizations’ industry. Therefore, the paper extends the SMC framework to the Democratic SMC (DMSC) that aligns the SMC phases with the Company Democracy Model innovation evolution levels by relating and categorizing the SCM innovation factors to the CDM levels. This helps to understand the organizational innovation DNA and also the culture and philosophy that impacts the company’s human intellectual capital production frequency and the utilization frequency of this capital as well

Understanding How Users Engage in an Immersive Virtual Reality-Based Live Event

Virtual Reality combined with social functioning is a lucrative business direction. Due to COVID-19, a need for better social interaction is identified urgently both in education institutes and the business sector. In this paper, we will show two business cases where social functioning is needed. The first one illustrates how the business sector can use Virtual Reality Social Platform (VRSP) in remote events. As a case study, we have selected Spinverse’s Summer Day organized in Microsoft AltspaceVR. The second business case, in turn, classifies requirements for Virtual Reality Social platforms. This has been studied in close cooperation with XR Presence. Results show that current technologies offer many features to be used, but at the same time, there are needs for further development. In addition, more studies are needed in technology acceptance, usability, user experience, and business impact

Metaverstic Innovation Management: The World Innovation Stock Exchange Democratic Incubator

The recent global technological and social disruptions are changing the game of innovation management. Indeed, knowledge sharing in its ideation, collaboration, and deployment phases is becoming increasingly gamified by nature: a more diverse and ad-hoc pool of contributors emerge under the culture of individual entrepreneurship. The World Innovation Stock Exchange (W-ISE) structures metaverstic collaborative innovation management while fully potentializing the outcomes of Globalisation 5.0. This exchange facilitates physical and moral individuals’ interactions and socioeconomic discussions. Furthermore, it frames the intervention of computing systems as managing forces in project management and innovation development. Yet, this first conceptualization has limitations in addressing the facilitation of all stages of innovation management. To clarify the development of the W-ISE domain, this paper describes in detail how the World Innovation Stock Exchange Democratic Incubator (WISE-DI) operates conceptually and how it could be gamified for an improved immersive and engaging experience in R&D activities

A Certification Framework for Virtual Reality and Metaverse Training Scenarios in the Maritime and Shipping industry

The Covid-19 pandemic enable advanced technologies to find areas of application that significantly eliminate physical presence. This paper presents an analysis of the maritime and shipping VR and Metaverse training certification demand, the requirements that need to be fulfilled for VR training scenarios to be certified, and the overall certification process that can be followed. The research is based on primary and secondary research with an extensive academic literature review, a survey with 80 maritime participants, three interviews with industry experts in maritime VR training and certification, case studies on the maturity and the readiness on the VR training in maritime and shipping, and the presentation of the latest virtual training certification standards from a leading maritime classification organization. The research results indicate an initial VR training certification process that can be used as a guide for VR training organizations on their efforts to certify their professional training applications and technologies