Organizational learning via gamification for employer brand management

Abstract

Purpose

This paper aims to deepen our understanding of how serious games could be used for learning in organizations to empower brand performance and image sustaining competitive advantage from a Resource Based View (RBV) perspective and to examine the practical implications of the evolving technologies for employers.

Design/methodology/approach

The research methodology is based on a qualitative approach adopting the case study research method (Yin, 2003). Data were collected through fifteen semi-structured interviews (a total of twelve hours) with the involved departments (particularly, Human Resource Management and Marketing) and one month of direct observation for their learning and communication approaches.

Findings

Serious games can encourage the learning of employees enhancing their skills and brand performance. Besides, Customer Relationship Management (CRM) tools, a knowledge base, and social media platforms can help in promoting favorable employer brand knowledge, which positively influences the brand image and awareness.

Practical implications

From a RBV perspective, businesses can develop their employer branding practices through engaging ways of learning and brand knowledge management supported by digital tools along with boundary-less workplaces, communication efforts, and change management enabling them to enhance brand performance and sustain a competitive advantage.

Originality/value

The evidence on marketing knowledge management is still limited. This case study research makes an empirical contribution by analyzing how serious games and digital technologies could foster the learning in organizations for building strong employer brand knowledge. It answers the call for providing more insights on the relationship between knowledge management and employer brand management.

Citation

Kaoud, M. and ElBolok, M. (2023), "Organizational learning via gamification for employer brand management", Development and Learning in Organizations, Vol. 37 No. 5, pp. 14-17. https://doi.org/10.1108/DLO-10-2022-0203