Submitted on September 2024
Qualitative Study of the Benefits of Emergent Strategy for Independent Game Companies
Financially independent game companies operate in a highly complex environment, where creating successful games is inherently risky. Also, games themselves are difficult to make successfully. Emergent is a sensible approach to strategy for such companies. However, there is absence of research examining implementation of emergent strategy in relation to independent games companies. Thus, this research investigated how emergent strategies can help such companies push their games to success.
A qualitative, interpretivist approach was used to analyse secondary data to not miss out on context and complexities. Valve, Supergiant Games, Hello Games, and Rebellion were used as cases for this study. The companies were selected purposively based on their financial independence and their adoption of emergent strategic practices, allowing for a focused examination of the research question.
Emergent strategy is implemented by relying less on planning and control; through constant learning, adaptation and experimentation; putting strategic decision making in the hands of employees who have direct access to the relevant knowledge and experience. Through the cases, it was found that companies can have a deeper understanding of customer needs, and they can meet customer needs better, using emergent strategy. Communication filter between customer and the company is also reduced. Better and creative decision making are made by companies. More innovative and differentiating games are put out in the market. Better opportunities are recognised, and risk could be avoided because of emergent strategy. Employees are also better engaged and retained.