An examination of work—including the organization of work and the market forces that surround it—through the lens of the collaborative practice of game development. Rank-and-file game developers bring videogames from concept to product, and yet their work is almost invisible, hidden behind the famous names of publishers, executives, or console manufacturers. In this book, Casey O’Donnell examines the creative collaborative practice of typical game developers. His investigation of why game developers work the way they do sheds light on our understanding of work, the organization of work, and the market forces that shape (and are shaped by) media industries. O’Donnell shows that the ability to play with the underlying systems—technical, conceptual, and social—is at the core of creative and collaborative practice, which is central to the New Economy. When access to underlying systems is undermined, so too is creative collaborative process. Drawing on extensive fieldwork in game studios in the United States and India, O’Donnell stakes out new territory empirically, conceptually, and methodologically. Mimicking the structure of videogames, the book is divided into worlds, within which are levels; and each world ends with a boss fight, a “rant” about lessons learned and tools mastered. O’Donnell describes the process of videogame development from pre-production through production, considering such aspects as experimental systems, “socially mandatory” overtime, and the perpetual startup machine that exhausts young, initially enthusiastic workers. He links work practice to broader systems of publishing, manufacturing, and distribution; introduces the concept of a privileged “actor-intra-internetwork”; and describes patent and copyright enforcement by industry and the state.

Step inside the shoes of video game creators in this fascinating look at game development—and how it can inform our understanding of work. Rank-and-file game developers bring videogames from concept to product, and yet their work is almost invisible, hidden behind the famous names of publishers, executives, or console manufacturers. In this book, Casey O’Donnell examines the creative collaborative practice of typical game developers. His investigation of why game developers work the way they do sheds light on our understanding of work, the organization of work, and the market forces that shape (and are shaped by) media industries. O’Donnell shows that the ability to play with the underlying systems—technical, conceptual, and social—is at the core of creative and collaborative practice, which is central to the New Economy. When access to underlying systems is undermined, so too is creative collaborative process. Drawing on extensive fieldwork in game studios in the United States and India, O’Donnell stakes out new territory empirically, conceptually, and methodologically. Mimicking the structure of videogames, the book is divided into worlds, within which are levels; and each world ends with a boss fight, a “rant” about lessons learned and tools mastered. O’Donnell describes the process of videogame development from pre-production through production, considering such aspects as experimental systems, “socially mandatory” overtime, and the perpetual startup machine that exhausts young, initially enthusiastic workers. He links work practice to broader systems of publishing, manufacturing, and distribution; introduces the concept of a privileged “actor-intra-internetwork”; and describes patent and copyright enforcement by industry and the state.

This is an open access title available under the terms of a CC BY-NC-SA 3.0 IGO licence. It is free to read at Oxford Scholarship Online and offered as a free PDF download from OUP and selected open access locations. Developing countries seek economic development which is broad-based or inclusive in the sense that it raises the income of all, especially the poor. Yet this is at odds with Simon Kuznets' hypothesis that economic development tends to put upward pressure on income inequality, at least initially and in the absence of countervailing policies. The Developer's Dilemma explores this 'Kuznetsian tension' between structural transformation and income inequality. The book asks: what are the varieties of structural transformation that have been experienced in developing countries? What inequality dynamics are associated with each variety of structural transformation? And what policies have been utilized to manage trade-offs between structural transformation, income inequality, and inclusive growth? Across nine country cases written by academics across the Global South, this book answers these questions using a comparative case study approach with a common analytical framework and a set of common datasets. The intended intellectual contribution of the book is to provide a comparative analysis of the relationship between structural transformation, income inequality, and inclusive growth; to do so empirically at a regional and national level, and to draw conclusions about the varieties of structural transformation, their inequality dynamics, and the policies that have been employed to mediate the developer's dilemma.

Introduction -- The fundamental tension -- Taming the hierarchy -- Forging the political terrain -- The developing world: two examples -- The use of power -- Conclusion

The social, economic and political contexts in which development projects in India are implemented, and consequences to people displaced by such projects, are analyzed in this book. Development, displacement, resettlement and rehabilitation processes related to three major reservoir bases' irrigation and power projects, and three major industrial projects are studied. The role of the State, international agencies and the private industrial sector in promoting development and managing rehabilitation of the displaced people is assessed, and the author proposes a framework for a comprehensive policy on development, displacement and rehabilitation.

The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them.