Making Virtual Worlds Linden Lab and Second Life
The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point an...
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| Médium: | E-kniha Kniha |
| Jazyk: | angličtina |
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Ithaca
Cornell University Press
2009
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| Vydání: | 1 |
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| ISBN: | 0801447461, 9780801447464, 9780801458996, 0801458994, 9780801457753, 0801457750 |
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| Abstract | The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online.
Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created.
Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? "Lindens"-as the Linden Lab employees call themselves-found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions.
InMaking Virtual Worlds, Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab. |
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| AbstractList | In the last ten years, the growth of virtual worlds such as 'Second Life' has been phenomenal. In this book, the author looks at the its creators, the employees of Linden Lab. He examines how they cope with the pressures of creating, maintaining and developing a virtual world while living and working in the physical world. The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online. Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created. Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? ?Lindens??as the Linden Lab employees call themselves?found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions. Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab. Summary reprinted by permission of Cornell University Press The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online. Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created.Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? "Lindens"-as the Linden Lab employees call themselves-found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions.Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab. The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online. Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created. Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? Lindens-as the Linden Lab employees call themselves-found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions. In Making Virtual Worlds , Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab. The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have created online avatars in order to play games, take classes, socialize, and conduct business transactions. Second Life offers a gathering point and the tools for people to create a new world online. Too often neglected in popular and scholarly accounts of such groundbreaking new environments is the simple truth that, of necessity, such virtual worlds emerge from physical workplaces marked by negotiation, creation, and constant change. Thomas Malaby spent a year at Linden Lab, the real-world home of Second Life, observing those who develop and profit from the sprawling, self-generating system they have created. Some of the challenges created by Second Life for its developers were of a very traditional nature, such as how to cope with a business that is growing more quickly than existing staff can handle. Others are seemingly new: How, for instance, does one regulate something that is supposed to run on its own? Is it possible simply to create a space for people to use and then not govern its use? Can one apply these same free-range/free-market principles to the office environment in which the game is produced? "Lindens"-as the Linden Lab employees call themselves-found that their efforts to prompt user behavior of one sort or another were fraught with complexities, as a number of ongoing processes collided with their own interventions. InMaking Virtual Worlds, Malaby thoughtfully describes the world of Linden Lab and the challenges faced while he was conducting his in-depth ethnographic research there. He shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. In exploring the practices the Lindens employed, he questions what was at stake in their virtual world, what a game really is (and how people participate), and the role of the unexpected in a product like Second Life and an organization like Linden Lab. Malaby shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and struggled to manage not only their virtual world but also themselves in a nonhierarchical fashion. |
| Author | THOMAS M. MALABY |
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| Keywords | CULTURAL STUDIES ANTHROPOLOGY SOCIAL WORK |
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| Snippet | The past decade has seen phenomenal growth in the development and use of virtual worlds. In one of the most notable, Second Life, millions of people have... Malaby shows how the workers of a very young but quickly growing company were themselves caught up in ideas about technology, games, and organizations, and... In the last ten years, the growth of virtual worlds such as 'Second Life' has been phenomenal. In this book, the author looks at the its creators, the... |
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| SubjectTerms | ANTHROPOLOGY Business anthropology Business anthropology -- California -- San Francisco -- Case studies California Case studies Computer games Computer games -- Design -- Social aspects -- Case studies Corporate culture Corporate culture -- California -- San Francisco -- Case studies Cultural CULTURAL STUDIES Design Digital technology Enterprises Ethnography Games Internet Linden Lab (Firm) San Francisco Second Life Second Life (Game) Second Life (Game) -- Social aspects Shared virtual environments Shared virtual environments -- Case studies Social aspects SOCIAL SCIENCE SOCIAL SCIENCE / Anthropology / Cultural & Social SOCIAL WORK Sociology of organizations U.S.A Video games Virtual reality |
| Subtitle | Linden Lab and Second Life |
| TableOfContents | Front Matter
Table of Contents
ACKNOWLEDGMENTS
INTRODUCTION:
1_: THE PRODUCT:
2_: TOOLS OF THE GODS
3_: KNOWING THE GAMER FROM THE GAME
4_: THE BIRTH OF THE COOL
5_: PRECARIOUS AUTHORITY
APPENDIX A:
APPENDIX B:
NOTES
BIBLIOGRAPHY
INDEX Cover Title Page, Copyright CONTENTS ACKNOWLEDGMENTS INTRODUCTION: A DEVELOPER’S-EYE VIEW 1. THE PRODUCT 2. TOOLS OF THE GODS 3. KNOWING THE GAMER FROM THE GAME 4. THE BIRTH OF THE COOL 5. PRECARIOUS AUTHORITY APPENDIX A. THE TAO OF LINDEN APPENDIX B. THE MISSION OF LINDEN LAB NOTES BIBLIOGRAPHY INDEX Intro -- Contents -- Acknowledgments -- Introduction: A Developer's-Eye View -- 1. The Product: Second Life, Capital, and the Possibility of Failure in a Virtual World -- 2. Tools of the Gods -- 3. Knowing the Gamer from the Game -- 4. The Birth of the Cool -- 5. Precarious Authority -- Appendix A: The Tao of Linden -- Appendix B: The Mission of Linden Lab -- Notes -- Bibliography -- Index Acknowledgments -- Contents -- 2. Tools of the Gods -- Appendix A: The Tao of Linden -- Index 4. The Birth of the Cool -- Appendix B: The Mission of Linden Lab -- Frontmatter -- 5. Precarious Authority -- Notes -- Bibliography -- Introduction: A Developer’s-Eye View -- 3. Knowing the Gamer from the Game -- 1. The Product: Second Life, Capital, and the Possibility of Failure in a Virtual World -- |
| Title | Making Virtual Worlds |
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