Player behavioural modelling has grown from a means to improve the playing strength of computer programs that play classic games (e.g., chess), to a means for impacting the player experience and satisfaction in video games, as well as in cross-domain applications such as interactive storytelling. In this context, player behavioural modelling is concerned with two goals, namely (1) providing an interesting or effective game AI on the basis of player models and (2) creating a basis for game developers to personalise gameplay as a whole, and creating new user-driven game mechanics. In this article, we provide an overview of player behavioural modelling for video games by detailing four distinct approaches, namely (1) modelling player actions, (2) modelling player tactics, (3) modelling player strategies, and (4) player profiling. We conclude the article with an analysis on the applicability of the approaches for the domain of video games.
New online stores and digital distribution methods have led to the development of alternative monetization models for video-games, such as free-to-play games with advertisements. Although there are many games using such models, until now the effect on the player experience from such interruptions has not been studied. In this controlled experiment, we requested that participants (N=236) play one of three different versions of a platformer game with: 1) no interruptions, 2) 30-second video advertisements, and 3) a multiple-choice questionnaire. We then evaluated the effects on the player experience. The study shows differences in their experiences, namely in: competence, immersion, annoyance, affects, and the reliability of the questionnaire answers. The contribution of this work is to identify which player experience variables are affected by interruptions, which can be valuable for selecting the business model and guiding the game design process.
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With the increased adoption of real-time objective measurements of player experience, advances have been made in characterising the dynamically changing aspects of the player experience during gameplay itself. A direct coupling to player action, however, is not without challenges. Many physiological responses, for instance, have an inherent delay, and often take some time to return to a baseline, providing challenges of interpretation when analysing rapidly changing gameplay on a micro level of interaction. The development of event-related, or phasic, measurements directly coupled to player actions provides additional insights, for instance through player modelling, but also through the use of behavioural characteristics of the human computer interaction itself. In this study, we focused on the latter, and measured keyboard pressure in a number of different, fast-paced action games. In this particular case, we related specific functional game actions (keyboard presses) to experiential player behaviour. We found keyboard pressure to be higher for avoidance as compared to approach-oriented actions. Additionally, the difference between avoidance and approach keyboard pressure related to levels of arousal. The findings illustrate the application potential of qualifying players’ functional actions at play (navigating in a game) and interpret player experience related to these actions through players’ real world behavioural characteristics like interface pressure.
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Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
