Games-as-a-Disservice: Emergent value co-destruction in platform business models

Digital distribution has enabled game studios to reach global audiences and treat mobile games as services rather than products, creating novel opportunities to develop value propositions through the games-as-a-service (GaaS) approach. Yet simultaneously, there are also negative consequences caused by a sharp focus on maximizing profits at the expense of customer enjoyment. Drawing on a study bridging game development and gameplay experience, we shed light on the negative consequences of GaaS. We introduce the concept of Games-as-a-Disservice that draws on value co-destruction research by highlighting how platform business models in mobile games have emergent properties that paradoxically seem to encourage the creation and maintenance of negative playing experiences. Disservice in game development is conceptualized through four analytical themes: predatory monetization, play as labor, support denial and closure denial. To counter these properties, companies could adopt participatory design methods for a more granulated understanding of who plays their games and why.

Automated summary

Digital distribution has provided game studios with global reach and the ability to develop games as services, but a focus on profit maximization has had negative effects on customer enjoyment. This study sheds light on the negative consequences of games-as-a-service, introducing the concept of Games-as-a-Disservice which highlights the inherent properties of mobile game platforms that encourage negative playing experiences. To counteract these properties, companies can adopt participatory design methods for a better understanding of their players and their needs.