Thomas Coleman and Arthur G. Money
This paper presents the student-centred experience (SCE) game design framework, which aims to guide the design of holistic student-centred digital game-based learning (SCDGBL…
Abstract
Purpose
This paper presents the student-centred experience (SCE) game design framework, which aims to guide the design of holistic student-centred digital game-based learning (SCDGBL) experiences, which fully integrate all seven tenets of student-centred learning (SCL). The paper also rationalises the need for the framework and presents the steps taken in its development.
Design/methodology/approach
Initially, the background areas of SCDGBL and digital game-based learning (DGBL) are examined, and the need for a framework in digital educational game design that has a focus on SCL is then established. The rigorous and systematic design thinking process through which the framework was developed is then stepped through. The completed framework is then presented, and each section is detailed to explain its utilisation within the process of digital game design.
Findings
The paper presents the completed student-centred experience (SCE) framework alongside a worked example of how it can be deployed in practice. Also included is guidance on the roles of the game designer and education practitioner at all stages of design, development and deployment and how they may contribute their experience during the game design process to create high-quality tools for learning.
Research limitations/implications
While the SCE framework presented is complete, it is presented as a first version and will benefit from wider deployment and testing.
Originality/value
This paper presents a new game design framework integrating existing knowledge on SCL and DGBL, which guides practitioners in the design of experiences that fully deliver the techniques of both areas.
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Kevin Money, Carola Hillenbrand, Ian Hunter and Arthur G. Money
While Freeman's stakeholder management approach has attracted much attention from both scholars and practitioners, little empirical work has considered the interconnectedness of…
Abstract
Purpose
While Freeman's stakeholder management approach has attracted much attention from both scholars and practitioners, little empirical work has considered the interconnectedness of organisational perspectives and stakeholder perspectives. The purpose of this paper is to respond to this gap by developing and empirically testing a bi‐directional model of organisation/stakeholder relationships.
Design/methodology/approach
A conceptual framework is developed that integrates how stakeholders are affected by organisations with how they affect organisations. Quantitative data relating to both sides of the relationship are obtained from 700 customers of a European service organisation and analysed using partial least squares structural equation modelling technique.
Findings
The findings provide empirical support for the notion of mutual dependency between organisations and stakeholders as advocated by stakeholder theorists. The results suggest that the way stakeholders relate to organisations is dependent on how organisations relate to stakeholders.
Originality/value
The study is original on two fronts: first, it provides a framework and process that can be used by researchers to model bi‐directional research with other stakeholder groups and in different contexts. Second, the study presents an example application of bi‐directional research by empirically linking organisational and stakeholder expectations in the case of customers of a UK service organisation.
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Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely…
Abstract
Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.
David Hammes and Douglas Wills
This paper examines the monetary thought of Arthur Kitson (1861‐1937) as expressed in his published works and in recently discovered answers he submitted in 1922 to a…
Abstract
Purpose
This paper examines the monetary thought of Arthur Kitson (1861‐1937) as expressed in his published works and in recently discovered answers he submitted in 1922 to a questionnaire from Thomas Edison, the US inventor.
Design/methodology/approach
Both original source material from the Edison Archive and published sources are used to examine the subject.
Findings
It is found that Kitson's monetary thought is more orthodox than has previously been claimed by, among others, John Maynard Keynes, and more recently in the economics literature. It is also found that Kitson was the only person to support, without qualification, Edison's plan to reform the US monetary system.
Originality/value
This paper casts a new light on Kitson's monetary thought, showing the influence of Irving Fisher on Kitson. The paper also presents Edison's questionnaire and Kitson's contributory thoughts on a fiat monetary standard that the questionnaire stimulated.
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Certain elements of Hayek’s work are prominent precursors to the modern field of complex adaptive systems, including his ideas on spontaneous order, his focus on market processes…
Abstract
Certain elements of Hayek’s work are prominent precursors to the modern field of complex adaptive systems, including his ideas on spontaneous order, his focus on market processes, his contrast between designing and gardening, and his own framing of complex systems. Conceptually, he was well ahead of his time, prescient in his formulation of novel ways to think about economies and societies. Technically, the fact that he did not mathematically formalize most of the notions he developed makes his insights hard to incorporate unambiguously into models. However, because so much of his work is divorced from the simplistic models proffered by early mathematical economics, it stands as fertile ground for complex systems researchers today. I suggest that Austrian economists can create a progressive research program by building models of these Hayekian ideas, and thereby gain traction within the economics profession. Instead of mathematical models the suite of techniques and tools known as agent-based computing seems particularly well-suited to addressing traditional Austrian topics like money, business cycles, coordination, market processes, and so on, while staying faithful to the methodological individualism and bottom-up perspective that underpin the entire school of thought.
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Susan Bosco and Diane M. Harvey
The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of…
Abstract
Synopsis
The saga of Market Basket took place over a period of months during which a significant upheaval occurred in the long-successful business. The turmoil drew in a broad range of stakeholders. In a rare chain of events, non-unionized workers and managers engineered a change in senior management of the company. Their willingness to sacrifice their livelihoods in support of one person exemplifies the impact that can be made by a single, authentic, leader. This case draws upon secondary sources which provide insight into broad panoply of business and organizational behavior issues. The primary focus of the case, however, is leadership.
Research methodology
This case was developed using secondary sources and court documents that reported on the events that precipitated the problems at Market Basket as well as the strike and aftermath.
Relevant courses and levels
Management principles, organizational behavior. All undergraduate class levels would be appropriate.
Theoretical bases
This case exemplifies these three major theories in a real-life situation: stakeholder theory, corporate culture theory, organizational commitment.
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Burton A. Abrams and James L. Butkiewicz
Richard Nixon and his advisors were aware of the inherent economic problems of wage–price controls: suppressed inflation, shortages, biases, avoidance, cheating, etc. Nixon's…
Abstract
Richard Nixon and his advisors were aware of the inherent economic problems of wage–price controls: suppressed inflation, shortages, biases, avoidance, cheating, etc. Nixon's secret White House tapes reveal that Nixon disliked controls, never expecting them to extinguish inflation but only agreed to them to deflect attention from devaluation of the dollar. The political popularity of his controls changed his view of them, even producing a second freeze on retail prices in 1973. Importantly, the tapes reveal that Nixon pushed for inflationary monetary policies long after his 1972 reelection. Federal Reserve Chair, Arthur Burns, seemingly capitulated to Nixon's pressures by restraining interest rate increases in Federal Open Market Committee meetings. Politics won out over economics. Nixon and his advisors avoided addressing the reason for increasing inflation – the monetary expansion that Nixon pressured Arthur Burns to pursue in support of his 1972 re-election – an expansion that continued long after the election. This tragic policy failure was avoidable had the administration focused on controlling the true cause of the inflation.