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From power asymmetry to collective action: Brazilian developers in the digital games ecosystem

delete2024-03-26
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OA
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C
Charles Kirschbaum *
L
Luiz Ojima Sakuda
DOI:10.1108/INMR-07-2021-0141delete
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Abstract

Abstract

En 中文
PurposeThe purpose of the article is to explore the perceptions of Brazilian game developers about the power relations between them and the sponsors of digital game platforms. It also aims to identify forms of collective action that developers can use to counteract the asymmetry of power.Design/methodology/approachThe research employed an abductive approach, seeking empirical evidence that would challenge consolidated theory. To achieve this, semi-structured interviews were conducted with 25 Brazilian developers. The data were analyzed qualitatively using NVivo software. The aim was to resolve theoretical ambiguities identified in the literature review and to explore unexpected findings.FindingsThe study explores Brazilian game developers' perceptions through interviews, revealing their experiences within the industry's concentrated structure and their use of collective action to navigate power dynamics.Research limitations/implicationsThe study's focus on Brazil limits the generalizability of its findings to the broader game development industry.Practical implicationsThe study suggests Brazilian game devs can leverage collective action to counteract power imbalance with platforms, collaborate through events and projects and facilitate internationalization of their games.Social implicationsThe study suggests collective action could empower developers to challenge platform dominance and foster a stronger community among Brazilian game developers.Originality/valueThe article's value lies in examining Brazilian devs' experiences within their specific industry context and highlighting collective action as a potential strategy for developers.
Keywords:
Platforms
Ecosystems
Power asymmetry
Digital games
Resource dependency theory
Power dependency relations

Journal

Innovation and Management Review cover
Innovation and Management Review
IF:
3.4
Papers:
125
Citations:
444

Organization

Insper cover
Insper
Scholars:
282
Papers: 238
Citations: 576
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