Conference Paper

Using Virtual Worlds for Corporate Training.

Accenture Technol. Labs, Chicago, IL, USA
DOI: 10.1109/ICALT.2003.1215149 Conference: 2003 IEEE International Conference on Advanced Learning Technologies (ICALT 2003), 9-11 July 2003, Athens, Greece
Source: DBLP


We present virtual training worlds that are relatively low-cost distributed collaborative learning environments suitable for corporate training. A virtual training world allows a facilitator, experts and trainees communicating and acting in the virtual environment for practicing skills during collaborative problem solving. Using these environments is beneficial to both trainees and corporations. The design of a leadership training course is discussed in details.

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Available from: Valery Petrushin, Dec 19, 2013
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    • "Using virtual worlds for training is advantageous as it decreases the training budget, giving the flexibility for training schedule, and improves trainees' motivation [29]. It provides richer interactions whereby face to face communication is replicated more closely than in other mediums and users are allowed to replicate body language and gestures [30]. "
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    • "Several authors have called attention to the option of using virtual worlds for marketing of a firm's products and services, with a specific emphasis on connecting with a younger age cohort more attuned to IT-based entertainment (Castranova, 2001; Hobson, 2006; Catallo, 2008). Others have noted the potential for conducting corporate training exercises or distance learning in virtual world environments (Nebolsky et al., 2004; Newitz, 2006; Johnson & Levine, 2008). Building upon the interactive nature of virtual worlds, researchers have also highlighted the potential for collaboration between organizational members and strategic partners within these immersive environments (Talamo & Ligorio, 2001; LaBrosse, 2007; Adrian, 2008). "
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    ABSTRACT: In exploring the productive potential of virtual worlds, one relevant line of inquiry is the degree to which immersive online environments can support the objectives of real-world enterprises. Despite the favorable treatment of virtual worlds in the popular and business press, organizations remain cautious in their acceptance and adoption of virtual environments. Since there is a dearth of academic literature on this facet of the virtual world phenomenon, this research aims to provide an assessment of executive perspectives on the potential impact of virtual worlds on businesses and the challenges that may be encountered in organizational application of such environments. To capture business-oriented perceptions of virtual worlds we analyzed, the reports of twenty-five business executives who recently spent considerable time training in and exploring Second Life, a popular online virtual environment. We identify and discuss seven tensions reflected in their assessment of the organizational role of virtual worlds, and situate these tensions in the prevailing computer-mediated communication discourse. Findings point to significant parallels with evaluative perspectives on earlier waves of Internet-based innovation, insights from the existing literature on computer-mediated communication, and an opportunity for theory generation through dialectical reasoning.
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    • "Few studies tackled leadership in MMOEs such as Yee's online " The Daedalus Project " (2003), Nebolsky et al.'s (2003) study of using virtual worlds for leadership training course design, and Williams et al.'s (2006) analysis of Guild Leaders in World of Warcraft™. All these studies were significant in the way they revealed the leadership behavior in MMOEs. "
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    ABSTRACT: Computer‐based and Web‐based learning have been dramatically decreasing the costs of personnel training. With their increased popularity, virtual worlds and games open up possibilities for simultaneous learning on multiple levels; players may learn from contextual information embedded in the narrative of the game and through the risks, benefits, costs, outcomes, and rewards of alternative strategies that result from fast‐paced decision making. Such dynamics also contribute to building relationships and sharing/delegating authority with others, in other words acquiring leadership skills. With its emphasis on leadership skills in virtual teams, this paper introduces main findings of several studies on leadership in multiplayer online environments including commercial online games. These studies main focus was on leadership styles in online environments.
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