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Given the urgency of corporate engagement in sustainable development, companies seek ways to involve their employees in sustainability efforts. In this regard, gamified systems have gained attention as a novel tool to promote sustainable employee behavior. However, as the research field matures, researchers and practitioners are confronted with a scattered academic landscape that makes it difficult to grasp how gamification can be designed to engage employees in sustainable behavior and to understand how gamification effects unfold at psychological, behavioral and corporate levels of sustainability.

This paper uses a systematic literature review to consolidate the existing knowledge on gamification designs and their effects on sustainable employee behavior.

Studies have explored a variety of utilitarian and achievement-, immersion- and social-related gameful affordances to promote positive behavior- and system-related psychological effects as a basis for employee engagement in sustainable behavior. However, the evidence regarding their impact on rational decision-making processes and overcoming the intention-action gap inherent in sustainability is still limited. Nevertheless, several studies in focused areas indicate the potential to elicit behavioral changes that drive sustainability outcomes at the corporate level as well.

Our study provides three main contributions. First, we develop a conceptual framework that illustrates how gamification can drive sustainable behavior in the workplace. Second, we derive seven agenda points to guide future research on gamification for corporate sustainability. Third, we deduce three practical approaches to use gamification as a strategic intervention to promote sustainable behavior in organizations.

Entrepreneurial intention plays a major role in entrepreneurship academia and practice. However, little is known about the intentions of entrepreneurs in the social area of venture creation. This paper aims to formulate a well-organized model of social entrepreneurial intention.

The paper draws on intention models in entrepreneurship literature in general and social entrepreneurship in particular to identify gaps. Based on these findings, a new conceptual model is formulated.

There is no research to be found which uses the social cognitive career theory (SCCT) to explain about an individual’s intention to become a social entrepreneur, although this theory is recently suggested as an inclusive framework for entrepreneurial intention (Doan Winkel et al., 2011). It is also supportive by the empirical research of Segal et al. (2002). Therefore, a conceptual model of entrepreneurial intention in the field of social entrepreneurship is formulated based on adapting and extending the SCCT.

The paper contributes to the social entrepreneurship literature by providing new insights about social entrepreneurial intention. The result has important implications for theory and practice. In theory, it is the first model offering the SCCT as the background of formation for social entrepreneurial intention, with a distinct perspective of social entrepreneurship as a career. It raises a future direction for researchers to test this model. In practice, this framework provides a broad view of factors that could contribute to the success of the would-be a social entrepreneur.