Outline for "Use of Computer Simulation in Business Games: A ...

Use of Computer Simulation in Business Games: A review of the Literature 1 Outline for “Use of Computer Simulation in Business Games: A review of the Literature” Sheridan A. Yeates 10/27/03 1. Abstract Starting in the 1950’s, computer simulation in business games has brought a new dimension to the training of business executives and middle-management. Increasing complexity in the business world has made it necessary to train workers and managers in an environment where the student can make mistakes and learn without financial repercussions. They are even used to simulate real-life situations in an attempt to arrive at optimal solutions to problems. Simulations are used by a large number of companies in a wide variety of industries. As an integral part of the business landscape, this field warrants scholastic examination. Even though this area is dominated by practitioners, a number of academics have studied and written on this subject and even developed some of these simulations. This paper is an attempt to organize for future researchers the academic work that has been done in this field to date. 2. Introduction – Including organization of paper a. The use of simulation to teach basic concepts is an ancient one. b. Increasing costs and complexity in aviation has made it necessary to train pilots on simulators. c. Similarly pressures have made business simulations necessary d. Explain why we should care 3. Computer Simulation in Business Games: An overview and Basic concepts a. What is Simulation? What is a game? How are they different? b. Simulation not confined to computers c. Games Industry huge part of entertainment industry d. Business games definite poor relation in terms of money spent and visual sophistication e. List three games and their motives. Use those with supporting papers 4. Methodology a. Boundaries of study b. Sources of articles (84 Journals) c. Criteria for inclusion d. The Bibliography is divided into two parts. The first section contains those articles viewed in some form by the author or of whose existence the author is assured. The second contains older articles referenced by newer

Use of Computer Simulation in Business Games: A review of the Literature 2 works but who cannot be found mostly because they were published in long deceased journals. Normally these would be omitted but their titles give tantalizing glimpse into the history of the topic. They are included in a second section termed the Apocrypha for the edification of the reader. e. Description of category assignments f. Method of counting (one article may several categories) g. Method of aggregating and condensing data – Discuss decision on eras 5. Results a. Results of chart examination b. Results of statistical analysis 6. Discussion and conclusions a. What areas popular when – List works b. Discuss various categories with examples 7. Ideas for future work. Interesting questionsBibliographyAffisco, J. F. (1994). "My experiences with simulation/gaming.,." Simulation & GamingVol. 25.( Issue 2, Jun94): pp.166, 6p. Presents some of the authors experiences as a user and administrator of businessgames. Formative gaming years during the mainframe era; Impact of the personalcomputer revolution in the use and operation of business games; Impact of gaming on theauthors studentsAmbrosiadou, V. S., Madan G. (1986). "Strategic decision making in competitivemarketing channels using a differential games framework." IEE Proceedings. Part A,Physical Science, Measurement and Instrumentation, Management and Education,Reviews Vol. 133((July 86)): p. 301-10.Ammar, S., Wright, Ronald (1999). " Experiential learning activities in OperationsManagement ,." International Transactions in Operational Research, Vol 6(Issue 2,March 1999,): pp183-197. This paper describes eight in-class activities that have been effectively used tocomplement the traditional theoretical presentation in an introductory operation andproduction management course in either an undergraduate or graduate program.Anderson, P., Lawton, L. (1988). "Assessing student perfomance in a business simulationexercise." Developments in Business Simulation & Experiential Exercises 15: 241-245.Anderson, P., Lawton, L. (1991). "Personality types and total enterprise simulationperformance." Developments in Business Simulation & Experiential Exercises 18: 1-4.Anderson, P., Lawton, L. (1997). "Simulation and learning: Can we prove arelationship?" Developments in Business Simulation & Experiential Learning 24:109-113.

Use of Computer Simulation in Business Games: A review of the Literature 3Anderson, P. H., Lawton, Leigh, (1992). "A survey of methods used for evaluatingstudent performance on business simulations." Simulation & Gaming; Vol. 23(Issue 4,Dec92,): pp 490, 8p. Presents survey results of assessment methods used by simulation instructors toevaluate student performance on business simulations. Learning objectives attempted byinstructors to measure; Use of the Bloom et al. taxonomy for classifying levels oflearning.Anderson, P. H., Lawton, Leigh, (1992). "The relationship between financialperformance and other measures of learning on a simulation exercise." Simulation &Gaming; Vol. 23( Issue 3, Sept92,): p. 326. Assesses the relationship between financial performance on a business simulationexercise and various other measures of student learning. Representation of financialperformance; Learning objectives reflected in financial performance.Angelides, M. C., Paul, Ray J. , (1993). " Developing an intelligent tutoring system for abusiness simulation game,." Simulation Practice and Theory, Vol 1(Issue 3, 15December 1993): pp 109-135. This paper proposes an architecture for an Intelligent Tutoring System for anexisting business simulation game. The short-term aim of this paper is to show how thepedagogical effectiveness of an existing gaming-simulation environment, as a teachingand learning tool, can be enhanced through the Intelligent Tutoring Systems approach todevelopment.Armstrong, J. S. (1978). "The national learning project. Exploring ExperientialLearning:." Simulation and Experiential Exercises 5: 69-77.Asakawa, T., Gilbert, Nigel; (2003). "Synthesizing experiences: Lessons to be learnedfrom Internet-mediated simulation games." Simulation & Gaming; Vol. 34(Issue 1,Mar2003,): pp 10, 13p. Draws on published evaluations of Internet-mediated (I-M) educational, businessand policy games to establish an inventory of lessons for future I-M games.Characteristics of I-M games; Lessons about implementation; Applicability of lessons forpolicy games.Atthill, C. (1978). "The Serious Business of Playing Games." Journal of EuropeanIndustrial Training. Bradford: Vol. 2(Issue 3): pviii, 5p. Presents several sources of information on business games. Availability,construction, uses and effectiveness of information used in business games; Role ofbusiness games in industrial education and training; Policy implications of the studyBarbeau, L. J. A., Dececchi, Tom, (1997). "A framework for the object-oriented designand simulation of information system dynamics." Simulation & Gaming Vol. 28(Issue 1,Mar97,): pp. 44, 21p,.

Use of Computer Simulation in Business Games: A review of the Literature 4 Proposes a framework for the object-oriented design and simulation ofinformation system (IS) dynamics, supported by an object-oriented simulation mappingtool and a prototype object-oriented integrated development environment. Logical ISdesigns; Wide use of stochastic simulation for system performance evaluation;Definitions of IS dynamics in different levels.Barlas, Y., Diker, Vedat Guclu (2000). "A Dynamic Simulation Game (UNIGAME) forStrategic University Management." Simulation & Gaming Vol.31(Issue 3, Sep 2000):pp. 331-58. Presents an interactive simulation model on which the academic aspects ofuniversity management can be analyzed and alternative management strategies tested.Focuses specifically on long-term, dynamic, strategic management problems and yieldsperformance measures about the fundamental activities in a university that can supportstrategic decision-making and theoretical researchBarton, R. F. (1970). A Primer on Simulation and Gaming, Prentice Hall, Inc.,Englewood Cliffs, New Jersey 07632. Man-model simulation, man-computer simulation, all-computer simulation, andanalysis are discussed as techniques for studying object systems (parts of the "realworld"). The role of models in simulation is examined. An explanation of Monte Carlotechniques and their use in simulation is given.Barton, R. F. (1972). "Incorporating Qualitative Judgments into Man-ComputerSimulations." Simulation and Games Vol. 3(Issue 1, Mar 72): pp. 79-89. The incorporation of qualitative judgments into a complex management game.Benbunan-Fich, R. (2002). "Improving education and training with IT." Association forComputing Machinery. Communications of the ACM Vol. 46(Issue 3, Jun 2002). IT applications in the constructivist paradigm consist of supporting collaborativelearning environments during lectures and beyond them. A conceptual model presentedhere integrates the three relevant dimensions (pedagogy, location, and mode) to illustratethe alignment between different alternatives.Berger, F. (1981). "MANAGEMENT GAMES for Hospitality-Industry Training."Cornell Hotel & Restaurant Administration Quarterly Vol. 21( Issue 4, Feb81): p43, 5p,1 chart. Explains why management games, simulations and role-playing exercises areeffective and surveys those of particular value to the hospitality industry. Types oftraining approaches used to develop the skills of hospitality managers; Historicalbackground of computer management gaming; Similarity between the development ofwar games and that of business games.Bielecki, W. T. (1993). " DSS MANAGER: Turning business simulation into a decisionsupport system."The Journal of Management Development. Bradford: Vol. 12(Issue. 3, 1993. ;): pg. 60, 5pgs.

Use of Computer Simulation in Business Games: A review of the Literature 5 A specific decision support system, DSS MANAGER, based on a computerizedsimulation business game, was developed to teach executives how to make decisions thatfollow the new rules of market-driven Polish economies.Biggs, W. D. (1987). "Functional Business Games." Simulation and Games Vol.18(Issue 2, Jun 1987): pp. 242-67. Defines computerized functional business games as those focusing on decisionmaking and integration in the areas of accounting/finance, marketing, personnel/humanresources, and production/operations. Nine currently available games are reviewed andevaluated in the context of a learning model.Biggs, W. D. (1995). " Reflections on my involvement with computerized businesssimulations." Simulation & Gaming Vol. 26(Issue 2, Jun95,): pp. 159, 10p. Describes major events that influenced the authors involvement withcomputerized business simulations. First business game played; Industry-orientedsimulations developed by Paul Greenlaw; Use of simulations in a class at thePennsylvania State University.Boocock, S. S. (1994). "Johns Hopkins games program.,." Simulation & Gaming; Vol.25( Issue 2, Jun94,): p172, 7p. Recollects the authors participation in one of the first funded projects in theUnited States for the development and testing of educational games with simulated socialenvironments.Borgeon, M. (1991). "Using computers to strengthen foreign trade training." InternationalTrade Forum Apr-Jun91( Issue 2): p26, 6p. Focuses on computerized applications in preparing training materials for foreigntrade training institutions. Development and updating of visual aids; Slide shows oncomputers; Creation and editing of teaching notes; Simulation exercises and businessgames; Video-imaging systemsBrawer, F. B. (1997). "Simulation as a Vehicle in Entrepreneurship Education." ERICDigest Number 97-1. Based on real-life situations, gaming and simulation approaches help studentsformulate their own ideas about engaging in an existing business or creating a newventure. Two types of business simulations, models of reality, exist: one is computer-based and the other is behavior-based. Computer simulations can provide insight and skillpractice that later can be translated into real life situations. At the same time, simulationsare not an answer for everything. They are not meant to replace conventional methods ofinstruction but to augment them, and they cannot be too realistic in order that students notbe confronted with too many issues, problems, or situations at once.Brewer, B. (1992). "A Company-Wide Business Game,." Journal of European IndustrialTraining. Bradford: Vol. 16(Issue 1, 1992.;): pp. i, 2 pgs. The Executive business simulation is a computer-based business simulation thatcreates an environment in which people can learn to work in teams. It simulates the

Use of Computer Simulation in Business Games: A review of the Literature 6western European motor industry. One of the spin-offs from the exercise was that peoplefor the first time seemed to appreciate what other people in an organization do. Timemanagement skills were paramount and by the end of the period, these skills within thegroups had increased dramatically.Bringelson, L. S., Lyth, David M., Reck , Robert L. ,Landeros ,Robert (1995). "Trainingindustrial engineers with an interfunctional computer simulation game." Computers &Industrial Engineering Vol 29(Issues 1-4, September 1995): pp 89-92. The role of engineering is changing, many firms operate in a team environment.In response to this change, a computer simulation game was developedBroscow, D. A., Kleiner, & Brian H. (1991). "SKILL TRAINING NEEDED BYTOMORROWS EXECUTIVE." Industrial & Commercial Training Vol. 23(Issue 3): pp.26, 6p. Examines the impact of management development and education on ofexecutives. Assessment of the effectiveness of the skill training program; Role oftechnology in management education; Advantage of business games and simulationsBrozik, D., Zapalska, Alina, (2000). "The RESTAURANT GAME." Simulation &Gaming Vol. 31( Issue 3, Sep2000,): pp. 407, 10p. Focuses on the Restaurant Game, a single-period simulation that providesstudents with the opportunity to plan and implement a strategy in a competitiveenvironment. Inclusion of auction in which players bid for raw materials; Application ofinteger programming to demonstrate how mathematical modelling leads to optimalsolutions; Mechanics of the game.Burgess, T. F. (1989). "The Use of Computerized Games in Business Studies."Educational and Training Technology International Vol. 26(Issue 3, Aug 1989): pp.226-38. Illustrates some of the practical issues and problems connected with the designand use of computerized business games by describing three games which have beendeveloped and operated by staff at Leeds Polytechnic Department of BusinessManagement (United Kingdom). Sample input and output forms are included.Burgess, T. F. (1991). "The use of computerized management and business simulation inthe United Kingdom.,." Simulation & Gaming; Vol. 22(Issue 2, Jun91,): pp. 174, 22p. Describes the results of a questionnaire survey into the use of computerizedbusiness games in Great Britain by business and academia. Simulation use in academiaand business.Burgess, T. F. (1995). "Cycle time, decisions, and complexity in businesssimulation/games." Simulation & Gaming Vol. 26( Issue 3, Sep95,): pp. 376, 8p. Examines a measure of business game-playing complexity formed from a numberof key defining features including the feature of game cycle time. Complexityscontribution to the learning effectiveness of business games; Dynamical similarity;

Use of Computer Simulation in Business Games: A review of the Literature 7Construction of a measure of game complexity; Lack of attention paid to decision cycletime.Burton, G. E. (1991). "The use of behavioral labs in U.S. business schools.,." Simulation& Gaming; Vol. 22(Issue 2, Jun91,): pp. 211, 7p. Presents results of an investigation which was initiated to determine the degree towhich United States business schools have employed behavioral labs. Call for businessschools to incorporate noncognitive and experiential learning into their curricula;Problems encountered in the application of behavioral labs.Busta, B., & Kimmel, Paul D. (1993). "Instructional game: Exploring the impact ofinformation on the stock market." Issues in Accounting Education Vol. 8(Issue 2, Fall93):p378, 13p. Describes a game intended for financial accounting course. Stimulation of a basicstock market; Division of students; Information manipulation; Previous studies of theuses of business games; Time line illustrating the sequence of various auctions.Cabrales , A. (1999). "Adaptive dynamics and the implementation problem withcomplete information." Journal of Economic Theory, Vol. 86(Issue 2, June 1999): pp159(2). This theory attempts to address the problem of designing game forms ormechanisms whose equilibria comply with select, socially desirable properties but do notrequire considerable information by the authorities to implement them. Within thecontext of this theory, an analysis is made of the canonical mechanism forimplementation in Nash equilibria.Campion, M. C. (1995). "A historian and his games.,." Simulation & Gaming; Vol.26(Issue 2, Jun95,): pp.168, 11p,. Focuses on the involvement of the author with business history games. First gamedesigns; Use and writings about hobby war games; Problems encountered in designing abusiness history game; Five games designed or programmed by the author; Advantagesand disadvantages of computerized games.Carsrud, A. L. e. a. (1984). Business Profitability: A Simulation Study of Personalitiesand Organizational Success. Annual Convention of the American PsychologicalAssociation (92 nd), Toronto, Ontario, Canada, August 24-28, 1984. There is no clearly established link between business success and the personalitycharacteristics of the individual. To investigate the effect of the personalities of potentialentrepreneurs/business owners on success, college senior business administration majors(N=152) participted in a business simulation game. Results from the initial stages of thegame were similar to those reported for survey data of owner/operators of businesses inthe field. Differences between the patterns for male and female subjects were foundwhich require additional study.Carvalho, G. F. (1991). "Evaluating computerized business simulators for objectivelearning validity.,." Simulation & Gaming; Vol. 22( Issue 3, Sept91,): pp. 328, 21p,.

Use of Computer Simulation in Business Games: A review of the Literature 8 Proposes a validation theory and methodology for computerized businesssimulators and demonstrates its applications by evaluating a well known simulator.Attributes of computerized business simulators that a validation procedure ought toassess; Implications for the design of computerized business simulators.Carvalho, G. F. (1995). "Should business simulation designers be constrained byconventional economic wisdom? A reply to "Modeling the Law of Demand in BusinessSimulators",." Simulation & Gaming; Vol. 26(Issue 1, Mar95,): pp. 88, 4p. Comments on Steven C. Gold and Thomas F. Prays critique of Gerard F.Carvalhos article entitled `Modeling the Law of Demand in Business Simulatorspublished in the March 1995 issue of the `Simulation & Gaming journal. Suggestion thatsimulation designers ought to be bound by conventional economic wisdom.Carvalho, G. F. (1995). " Modeling the law of demand in business simulators.,."Simulation & Gaming; Vol. 26(Issue 1, Mar95,): p60, 20p. Presents a theoretical proof for the mathematical properties of the law of demand.Use of a probability distribution that has the mathematical properties required by the lawof demand; Consistency of the model with economic and marketing theories; Suggestionsfor using the model.Case, J. (1994). "Games companies play,." Inc. Boston: Vol. 16(Issue10, Oct 1994): pp.46, 7 pgs. Business games get people working hard and smart, mostly because theytransform the workplace in 2 critical ways. First - in a game, everybody is on the sameside. Second - in a game, people set their own goals. Several companies and the gamesthey played to solve specific problems are discussed.Casimir, R. J. (1986). "DSS, information systems, and management games,." Informationand Management. Vol 11(Issue 3 (Oct 1986),): pp. 123-129. The concept of a management game can be used to define the notion ofInformation Management Systems and Decision Support Systems. A design for such amanagement game is outlined, and its use for research and education in informationsystems is discussed.Casimir, R. J. (1988). "Characteristics and implementation of decision support systems."Information & Management Vol. 14((Jan. 88)): pp. 1-7.Chakravorty, S. S., & Verhoeven, Penelope R., (1996). "Learning the theory ofconstraints with a simulation game.,." Simulation & Gaming; Vol. 27(Issue 2, Jun96,):p223, 15p. Describes the theory of constraints, an approach for enacting a process ofcontinuous improvement that focuses on the factors that limit a systems performance.Use of simulation. Framework for improving business performance; Five focusing stepsrevisitedgame; Framework for improving business performance; Five focusing stepsrevisited

Use of Computer Simulation in Business Games: A review of the Literature 9Chang, J. (2001). "Flowers for the World: Developing a Business game to Support theteaching of IS Concepts",. Proceedings of AMCIS 2001, Boston M.A. One of the key Problems in Teaching fundamental concepts in IS is how toground the Theory in experiences that the student can relate to. To overcome thisproblem, a business game called Fllowers for the World has been developed and usedacross a wide variety of IS courses. This paper will describe the game and the result ofusing it for a 300-level course in analysis and design.Chang, J. (2003). "Use of business simulation games in Hong Kong.,." Simulation &Gaming; Vol. 34 Issue 3, Sep2003,(pp. 358, 9p). Presents a study which examined the use of business games in the learningexperience of students in universities and colleges in Hong Kong, China. Statistics on theuse of computer simulations in Hong Kong; Name of simulations in each discipline;Discussion on the usefulness of computer simulations.Chapman , G. M., Martin , J. F. (1995). "Computerized business games in engineeringeducation." Computers & Education Vol 25(Issues 1-2, September 1995): pp. 67-73. Computerized business games can be used in developing students appreciationof the complexities associated with the solution of multi-variable problems. Attentionfocuses primarily on the CRAC business game.Chase, R. M. (1983). "The Management Game." Cornell Hotel & RestaurantAdministration Quarterly Vol. 24(Issue 2, Aug83): p14, 9p. Presents a study on the value of computer-processed management games.Motivation developed in the management exercise; Industrial applications of businessgames; Procedures of the management game.Coats, J. H. (1975). "INFORMATION PROCESSING AND COMPUTERIZEDBUSINESS GAMES." PhD. Dissertation, UNIVERSITY OF PITTSBURGH.Cooper, D. J., Kagel, John H., & Lo, Wei, (1999). "Gaming against managers inincentive systems: experimental results with Chinese students and Chinese managers,."The American Economic Review Vol. 89(Issue 4 (September 1999)): pp. 781 (24 pages). Authors examine strategic interactions between firms and planners in China,comparing behavior between various employee groups. A five fold increase in incentivessignificantly increases initial levels of strategic play. Games played in context generatedgreater levels of strategic play.Cornwell, L., Costanza, Robert (1994). "An experimental analysis of the effectiveness ofan environmental assurance bonding system on player behavior in a simulated firm,."Ecological Economics, Vol 11(Issue 3, December 1994,): Pages 213-226. This study uses an experimental approach, employing an interactive computergame/ simulation model with human players to examine the effectiveness of theassurance bonding system under varying degrees of uncertainty. An environmental costefficiency index (ECEI), or profit per unit waste, is used to measure player performance.

Use of Computer Simulation in Business Games: A review of the Literature10Preliminary results indicate that players are more successful under the assurance bondingsystem, in terms of ECEI, than under the simulated current system.Courtney, J. F., DeSanctis, G., Kasper, G.M. (1983). "Continuity in MIS/DSS laboratoryresearch: the case for a common gaming simulator." Decision Sciences Vol. 14(Issue 3(July 1983), .): pp. 419-439. Decision simulators and related software are very costly to develop retardingresearch using simulation. Use of common simulators would facilitate research continuityand promote comparability and replication of research results. A software package whichhas been tested in several laboratory experiments is presented for use as a commonsimulator for MIS/DSS research.Curran, K., & Homaday, R. W. (1987). "An investigation of the relationships betweenformal planning and simulation team performance." Developments in BusinessSimulation & Experiential Exercises. Vol 14: pp 47-50.Curran, K., & Homaday, R. W. (1989). "An investigation of the relationship betweenformal planning and simulation team perfonnance under changing environmentalconditions." Developments in Business Simulation & Experiential Exercises. Vol. 16:pp. 136-140.Dasgupta, S., Chanin, M., Ioannidis, A. (2000). "Group decision making usingknowledge-based systems--An experimental study." Simulation & Gaming; Vol. 31(Issue4, Dec2000,): pp.536. Presents results of the study on the value of a knowledge-based system (KBS) onthe effectiveness of group decision making in a business gaming environment.Development of a KBS regarding the quality of decision-making; Absence of significanteffect detected on intragroup conflict; Detection of increased group performance anddecreased group member satisfaction.de Vries, B. (1998). " SUSCLIME: A simulation/game on population anddevelopment...,." Simulation & Gaming; Vol. 29(Issue 2, Jun98): p216, 22p. Introduces the simulation/game SUSCLIME as a tool to explore long-termfutures. Description of the model world of SUSCLIME; Simulations with the single-country SUSCLIME model world; Strategies in the SUSCLIME two-country modelworld; Sustainable development and the SUSCLIME simulation game.Dempsey, J. V., Haynes, Linda L., Lucassen, Barbara A., Casey, Maryann S., (2002)."Forty Simple Computer Games and What They Could Mean to Educators.,." Simulation& Gaming; Vol. 33(Issue 2, Jun2002): p157. The purpose of this study was to evaluate computer games or components of thegames that would lend themselves for use in an educational setting. All participantsplayed four randomly assigned computer-based shareware or freeware games fromamong eight categories. Trial and error was observed to be the dominant strategy usedacross all game categories. In addition, participants suggested numerous educationalapplications for common categories of computer games.

Use of Computer Simulation in Business Games: A review of the Literature11DeSanctis, G. (1983). "Expectancy theory as an explanation of voluntary use of adecision-support system." Psychological Reports Vol. 52(February 1983): pp. 247-60.Dickinson, J., Faria, A. J. (1997). "A random-strategy criterion for validity of simulationgame participation." Simulation & Gaming: An Interdisciplinary Journal Vol 28(Issue 3):pp 263-276. Introduces a random strategy criterion for the validity of simulation gameparticipation in education. Two ways of examining the internal validity of simulationgames; Factors that supports the expectation of superior performance of simulationparticipants companies; Hypothesis tested in applying the random strategy criterion;Discussion and conclusion.Dobson, D., & Forbus, Ken. (1999). Artificial intelligence and computer games. ArtificialIntelligence and Computer Games. This symposium attracted a number of papers that concerned AI techniques forentertainment software, research avenues that might benefit the entertainment industry,and ways to more easily transfer technology.Doyle, D., & Brown , F. William (2000). "Using a business simulation to teach appliedskills - the benefits and the challenges of using student teams from multiple countries."Journal of European Industrial Training Vol. 24(Issue 6-7, June-July 2000): pp 330(7). This paper is based on an international simulation game called The BusinessStrategy game involving five teams of postgraduate business students from universities inIreland, France and the USA. The game was run in a "virtual environment" using e-mailand videoconferencing. The attempt was made to simulate realistic competitiveconditions as much as possible so that the concepts learned and solutions generated couldbe transferred from the classroom to the outside business environment.Dunnigan, J. F. (2001). "The curse of fast iron." Computer Vol. 34 no4 (Apr. 2001): pp.100-103. More powerful microprocessors, graphics chips, and sound boards are killingcommercial strategy games.Dutton, J. E., & Stumpf, Stephen A. (1991). "Using behavioral simulations to studystrategic processes." Simulation & Gaming; Vol. 22(Issue 2, Jun91): p149, 25p. Discusses the capacity of behavioral simulations for addressing the challengesfacing strategic processes researchers. Measurement at multiple levels of analysis;Control over context; Dealing with history effects; Capturing process differences acrossissues; Linking processes to outcomes.Eldredge, D. L., Bates, O.L. (1984). The Business Strategy and Policy Game(BUSPOG), ; (February 1984), Ginn Press;.Ellington, H. (1994). "Twenty years of simulation/gaming: Reminiscences and thoughtsof a Scottish practitioner." Simulation & Gaming; Vol. 25( Issue 2, Jun94,): pp. 197, 10p.

Use of Computer Simulation in Business Games: A review of the Literature12 Recollects the authors experience in simulation and gaming. Shift of career fromphysics to educational technology; Involvement in the development of two simulationgames; Application of games and simulations in education and training; Impact ofelectronic calculator and computer technology on simulation and gaming; Forecast onsimulation and gaming.Fandt, P. M., et. Al. (1990). "The Impact of Goal Setting on Team SimulationExperience." Simulation & Gaming Vol. 21(Issue 4, Dec 1990): pp. 411-22. Describes a study that examined the effects of goal setting on undergraduatestudents competing in a computerized business simulation. Group cohesiveness isdiscussed, treatments for the experimental and control groups are described, perceivedteam success is measured, and team simulation performance is evaluatedFaria, A. I. (1986). "A test of student attitudes and performance under varying gameconditions." Developments in Business Simulation & Experiential Exercises. Vol. 13:pp. 70-75.Faria, A. I. (1990). Business simulation games after thirty years: Current usage levels. In"Guide to business gaming and experiential learning". J. W. Gentry. East Brunswick, NJ,Nichols/GP: 36-47.Faria, A. J., & Dickinson, I. (1990). The responsiveness of simulation game participantsto the game parameters. Seventh International conference on technology and education,Brussels, Belgium March 20-22 1990.Faria, A. J., & Whiteley, T. R. (1990). "Can simulation participation improve examscores: A cross sectional study." Developments in Business Simulation & ExperientialExercises. Vol. 17: pp. 54-62.Faria, A. J., & Dickinson, John R. (1994). "Simulation Gaming for Sales ManagementTraining." Journal of Management Development Vol. 13(Issue 1, 1994): pp. 47, 13p. Compared with other methods of instruction, whether in management trainingprogrammes or in university courses, simulation gaming is relatively new. Readings,lectures, cases, role playing and other instructional techniques were in use long before theappearance of business games. Though recent in comparative terms, however, simulationgames have been in existence for nearly 40 years. Examines the use of simulation gamesfor sales management training, describes a newly developed sales managementsimulation and illustrates its use in a sales-training programme.Faria, A. J. (1998). "Business simulation games: Current usage levels--an update."Simulation & Gaming Vol. 29( Issue 3, Sep98): p295, 14p. Reports on the business simulation game usage in academia and among businessfirms. Brief history of business games; Simulation use in business schools; Simulationuse in business.

Use of Computer Simulation in Business Games: A review of the Literature13Faria, A. J. (2001). "The changing nature of business simulation/gaming research: A briefhistory." Simulation & Gaming; Vol. 32(Issue 1, Mar2001): p. 97, 10p. Presents the changing nature of business simulation and gaming research.Conference proceedings of the Association for Business Simulation and ExperientialLearning (ABSEL); Research areas of ABSEL members; Correlates of simulationperformance; Effectiveness of business simulation; Importance of learning throughbusiness games.Fazlollahi, B., Vahidov, Rustam (2001). "Extending the effectiveness of simulation-basedDSS through genetic algorithms,." Information & Management, Vol. 39(Issue 1,November 2001,): Pages 53-65. Many real life ill-structured problems involve high uncertainty and complexitypreventing application of analytical optimization techniques in building effective decisionsupport systems (DSS). A genetic algorithm (GA) automates the search for "good"solutions by finding near-optimal solutions and increases effectiveness of DSS. Thispaper introduces a hybrid method based on the combination of Monte-Carlo simulationand genetic algorithms.Feldman, H. D. (1995). "Computer-based simulation games: A viable educationaltechnique for entrepreneurship classes?" Simulation & Gaming; Vol. 26(Issue 3, Sep95,):pp. 346, 15p. Argues that computer-based, total enterprise simulations can play a viableeducational role in entrepreneurial classes. Concept of business simulation andentrepreneurship; Taxonomy of educational objectives; Students exposure to strategicdevelopment challenges; Management competencies for entrepreneurial managers;Benefits of simulation games.Fischer, C. C. (1991). "On the design and use of forecasting experiments in teachingmacroeconomics." Simulation & Gaming; Vol. 22(Issue 1, Mar91,): pp. 75, 8p. Explores the use of PC econometric forecasting experiments in teachingintermediate macroeconomics. Methodological and pedagogical aspects of theforecasting experiments; Assessing costs and benefits.Forbus, K. D., Mahoney, James V., Dill, Kevin (2002). " How Qualitative SpatialReasoning Can Improve Strategy Game AIs." IEEE Intelligent Systems Vol. 17(issue 4(July/Aug. 2002)): p. 25-30. Spatial reasoning is a major source of difficulties for strategy game AIs. Theauthors conjecture that qualitative spatial reasoning techniques can help overcome thesedifficulties. They briefly review the relevant qualitative reasoning ideas, and outline fourpotential advantages of their approach.Ford, D. N., McCormack, Dalton E. M. (2000). "Effects of time scale focus on systemunderstanding in decision support systems." Simulation & Gaming; Vol. 31( Issue 3,Sep2000, p309, 22p). Reports on the effects of time scale focus on system understanding in decisionsupport systems. Definition of management flight simulators; Requirement of

Use of Computer Simulation in Business Games: A review of the Literature14successfully managing dynamic complex systems; Influence of structure on behavior;Relation of time scale focus and system understanding; Interaction of the time scalesystem control and the time scale focus.Forssén-Nyberg, M., Hakamäki, Jussi (1998). "Development of the production usingparticipative simulation games: Two case studies." International Journal of ProductionEconomics, Volumes 56-57, 20 September 1998,: Pages 169-178. The objective of this paper is to introduce an interactive and participativedevelopment method called simulation game that can be used in various phases of thedevelopment process. The process of building and realizing simulation games isdescribed. The paper includes two case-studies where simulation games were used. Thefirst case describes the use of the simulation game in a printing house and the second ina roll shop in a paper finishing machinery production.Fripp, J. (1984). "Games for Research." Journal of European Industrial Training Vol.8(Issue 3, 1984): p17, 6p. Discusses examples of how the inherent reality of business games has led to theiruse for research into behavioral and organizational issues. Key requirements for the useof games for research purposes; How games are more realistic and motivating to theparticipants than many other forms of research; Research uses of business games.Fripp, J. (1984). "Business Games can be Educational too!" Journal of EuropeanIndustrial Training Vol. 8( Issue 1, 1984): pp. 27, 6p. Contends that business games are ideally suited for educational purposes.Examples of business games; Designing the game; Game construction; Game testing andrefinement; Running the game.Fripp, J. (1994). " Why Use Business Simulations?" Executive Development. Bradford:1994 Vol. 7(Issue 1): pp. 29, 4 pgs. Ashridge Management College has designed a range of tailor-made courses fordirectors and senior managers, among which was one on financial awareness.This courseused a computer-based business game rather than other approaches to managementtraining as it was believed to be a more effective learning medium for executives.Fritsche, D. J., & Wolfe, Joseph (1998). "Teaching business ethics with management andmarketing games.,." Simulation & Gaming; Vol. 29(Issue 1, Mar98,): 44, 16p. Proposes management games as a device for teaching ethics and help businessexecutives to deal with moral and ethical dilemmas in the United States.Funge, J. (2000). "Cognitive modeling for games and animation." Association forComputing Machinery. Communications of the ACM Vol. 43(Issue 7, July 2000): pp. 40. Cognitive modeling for games and animation explores the provocative but largelyuncharted interface between computer graphics and artificial intelligence. That interfaceis now on the verge of explosive growth as a new breed of highly autonomous, quasi-intelligent graphical characters begins to populate the domains of production animation,

Use of Computer Simulation in Business Games: A review of the Literature15game development, and multimedia content creation, as well as distributed multi-uservirtual worlds, e-commerce, and other Web-enabled activities.Garris, R., Ahlers, Robert, Driskel G, James E. (2002). "Games, motivation, andlearning: A research and practice model." Simulation & Gaming; Vol. 33(Issue 4,Dec2002): pp. 441, 27p. Presents an input-process-output model of instructional games and learning.Reasons for the interest of training professionals and educators in computer games;Implications of the approach for the design and implementation of effective instructionalgames.Gentry , J. W., Ed. (1990). Guide to Business Gaming and Experiential Learning. EastBrunswick, NJ, Nichols Publishing Company.Gidrovich, S. R., & Syroezhin, I.M. (1981). "THE DEFINITION OF BUSINESSGAMES AND TRENDS IN THEIR UTILIZATION." International Studies ofManagement & Organization Vol. 11(Issue 4, Fall81/Winter81/82): p178, 14p. This selection examines business games as an active method of instruction and asa point of departure for elaborating a theory of the firm under socialism. It represents anewly emerging trend in the cybernetic approach to management theory in the USSR.Indeed, the authors are leading proponents of business games, and have had considerableimpact in this area. Western concepts and methods have considerably influenced thisview of management simulations. - R.F.V. [ABSTRACT FROM AUTHOR]Glass , R. L. (2001). "Academics, and the scarlett letter "A"." Association for ComputingMachinery. Communications of the ACM Vol. 45(2, Apr 2001): 73. There is an uneasy relationship at best between academics and the practitioners.The topic of that uneasy relationship is revisited. Two of the best things can be said aboutacademics - they are extremely bright people and they are truth-seekers. But there is aproblem with all the academic wonderfulness. Something vitally important has been lostwhen academics start selling their work.Gold, S. C. (1992). " Modeling short-run cost and production functions in computerizedbusiness simulations." Simulation & Gaming; Vol. 23(Issue 4, Dec92): p417, 21p. Develops an algorithm to model short-run cost and production functions usingSheppards lemma in computerized business simulations. Use of duality theory tomaintain consistency between production technology and cost relationships; Flexibility ofthe systemGold, S. C. (1993). " Modeling interactive effects in mathematical functions for businesssimulations." Simulation & Gaming; Vol. 24(Issue 1, Mar93): pp. p90, 4p. Presents a critique of an article by Goosen and Kusel which advocates the use ofan interpolation algorithm as an alternative to the use of complex mathematicalequations. Interactive effects; Business simulation; Demand modeling.

Use of Computer Simulation in Business Games: A review of the Literature16Gold, S. C. (1998). "The design of an ITS-based business simulation: A newepistemology for learning." Simulation & Gaming; 29. Discusses the design and use of an intelligent tutoring system (ITS) forcomputerized business simulations. Definition of ITS; Importance of ITS for businesssimulations; Sample dialogue of an operational ITS; Conclusions.Gold, S. C. P., Thomas F., (1995). "The use of the gamma probability distribution: Acritique of Carvalhos demand simulator." Simulation & Gaming; Vol. 26(Issue 1,Mar95,): pp. 80, 8p. Presents a criticism of Gerard F. Carvalhos article entitled `Modeling the Law ofDemand in Business Simulators published in the March 1995 issue of Simulation &Gaming: An International Journal. Use of a stochastic demand simulator based on theuse of the gamma probability distribution.Goosen, K. R., Kusel, Jimie, (1993). "An interpolation approach to developingmathematical functions for business simulations.,." Simulation & Gaming; Vol. 24(Issue1, Mar93): p76, 14p. Presents an interpolation approach to developing mathematical functions forbusiness simulations. Methodology for the implementation of self-designed functionalrelationships; Market demand model.Goosen, K. R., Kusel, Jimie (1993). "Achieving interactive variable modeling throughinterpolation: A response to a critique by Steven Gold." Simulation & Gaming; Vol.24(Issue 1, Mar93,): p95, 11p. Responds to Steven Golds critique of the authors article titled `An InterpolationApproach to Developing Mathematical Functions for Business Simulation. Interactivevariables; Multiplicative and nonmultiplicative equations; Business simulation modeling;Interpolation.Goosen, K. R. (2001). "Purpose and learning benefits of simulations: A design anddevelopment perspective." Simulation & Gaming; Vol. 32 Issue 1, Mar2001,: pp. 21,17p. Examines the design and development of business enterprise simulations.Perspective on the purpose and learning benefits of simulations; Knowledge domain ofsimulation designers; Selection of business administration theory.Gosen, J., & Washbush, I. (1997). "Antecedents of learning in simulations."Developments in Business Simulation & Experiential Exercises. Vol. 4: pp. 60-67.Gosen, J., & Washbush, J. (1998). "Antecedents of leaming in simulations. Areplication." Developments in Business Simulation & Experiential Exercises. Vol. 25:pp. 152-153.Gosen, J., Washbush, J., Patz, A., & Wolfe, J. (1999). "A testbank for measuring totalenterprise simulation learning." Developments in Business Simulation & ExperientialExercises. Vol. 26: pp. 82-92.

Use of Computer Simulation in Business Games: A review of the Literature17Gosenpud, J. (1987). " Research on predicting performance in a simulation."Developments in Business Simulation & Experiential Exercises. Vol. 14: pp 15-80.Gosenpud, J. (1990). Evaluation of experiential learning. In "Guide to business gamingand Experiential Learning". J. W. Gentry. East Brunswick, NJ, Nichols/GP.: pp. 301-329.Gosenpud, J., & Miesing, Paul, (1992). "The relative influence of several factors onsimulation performance." Simulation & Gaming; Vol. 23(Issue 3, Sept92,): pp 311, 15p. Examines the relative impact of several independent variables on performance ina business simulation. Categories of the variables; Use of a university setting; Variationof performance with desire to participate; Better performance of those interested andskilled in the decision-making situation; Factors that enhance performance.Gosenpud, J., Washbush, John, (1996). "Total enterprise simulation performance as afunction of Myers-Briggs personality type.,." Simulation & Gaming; Vol. 27(Issue 2,Jun96,): pp 184, 22p,. Presents a series of studies designed to research the predictive associationbetween scores on the Myers-Briggs Type Indicator and performance in the totalenterprise simulation. Predicting simulation performance; Personality as a predictor.Haapasalo, H., & Hyvönen, Johanna (2001). "Simulating business and operationsmanagement - a learning environment for the electronics industry." International Journalof Production Economics, Vol 73(Issue 3, 13 October 2001): pp 261-272. The Training Factory for the Electronics Industry has been working since 1999.The purpose of the project has been to create a learning environment where industrialengineering, operations management of entire production line, logistics and business inthe electronics industry can be simulated and learned. The main purpose of this article isto present the created participating learning environment in total and describe themanagerial functions of OperEx-Power™ connected to production automation.Harvey, N., Koehler, Derek J. & Ayton , Peter (1997). "Judgments of decisioneffectiveness: actor-observer differences in overconfidence." Organizational Behavior &Human Decision Processes, Vol 70(Issue 3, June 1997): p 267(16). An analysis of actor-observer differences in decision effectiveness reveals thatcontrol over decision outcome has little effect on actor-observer decision differences withfeedback playing a crucial role in choice confidence. Both actors and observers wereequally confident with their decisions regardless of choice with actor-observerdifferences cancelling out when observers were asked to offer alternative solutions.Hemmasi, M., et Al. (1989). "A Comparison of the Performance, Behaviors, andAnalysis Strategies of MBA versus BBA Students in a Simulation Environment."Simulation and Games Vol. 20(Issue 1,Mar 1989): pp. 15-30. Describes study that determined differences between Masters of BusinessAdministration (MBA) students and Bachelors of Business Administration (BBA)students through the use of a computerized management simulation. Performance,

Use of Computer Simulation in Business Games: A review of the Literature18behavioral, and attitudinal measures are described, hypotheses tested are outlined,variables are explained, and results are analyzedHemmasi, M., & Graf, Lee A., (1992). "Managerial skills acquisition: A case for usingbusiness policy simulations." Simulation & Gaming; Vol. 23(Issue 3, Sept92,): pp 298,13p. Assesses the educational value of simulation gaming in business policy courses.Student and practitioner perceptions of simulation effectiveness in enhancing participantsappreciation of, and skills in, areas such as interpersonal relationships, planning ordecision-making.Hill, L. D., & Bender, Karen L. (1996). "Market simulation for teaching commoditytrading skills." Agribusiness Vol. 12( Issue 4 Jul/Aug96): pp. 403, 8p. Describes the use of the Grain Market Simulator, a commodity trading game, inproviding the private traders an opportunity to develop marketing strategies and skills ina workshop in Russia. Theoretical basis from business games; Design of the GrainMarket Simulator; Assignment of roles to the players.Hill, R. C., & Kuhns, Barbara A., (1994). "Experiential learning through cross-campuscooperation: Simulating and initiating technology...,." Simulation & Gaming; Vol.25(Issue 3, Sep94,): pp 368, 15p,. Presents a cross-campus project at a National Aeronautics and SpaceAdministration (NASA) Center for the Commercial Development of Space that addressesentrepreneurship education and technology transfer issues. Investigation of marketopportunities; Facilitation of interdisciplinary learning; Enhancement of managementrelevance.Hoffman, T. (2003). "Simulations revitalize e-learning." Computerworld Vol. 37(Issue31, Aug 4, 2003): pp 26. When one of the 250 customer service representatives in Time Warner CableInc.s Western Ohio division is unsure how to enter a customer service work order intothe companys subscriber management database, he clicks on an e-learning simulation ofthe application to get a step-by-step tutorial. Like other modularized simulations availablethrough Time Warner Cables intranet, the work-order simulation (developed usingSoftSim from Out-Start Inc. in Boston) lasts only about five minutes. And because usersare able to toggle between the simulation and the subscriber management database, theyare able to get on-the-job training in addition to their initial 15 days of classroom trainingHogan, K. M., & Patrick, Thomas M. (1996). "GET AHEAD: An employmentadvancement simulation game.,." Simulation & Gaming; Vol. 27(Issue 3, Sep96,): pp.409, 5p. Presents an employment advancement simulation game to familiarize participantswith the process of seeking information on career advancement. Steps of play; Additionalrules of play; Material required.

Use of Computer Simulation in Business Games: A review of the Literature19Homaday, R. W., & Curran, K. (1987). " Decision styles and student simulationperformance: A replication." Developments in Business Simulation & ExperientialExercises. Vol. 14(pp. 95-99.).Homaday, R. W., & Curran, K. (1988). "Formal planning, simulation team performance,and satisfaction: a replication." Developments in Business Simulation & ExperientialExercises. Vol 15: pp 138-141.Hornaday, R. W. C., Kent E. (1996). "Formal planning and the performance of businesssimulation teams." Simulation & Gaming Vol. 27(Issue 2, Jun96,): pp206, 17p,. Examines the relationship between formal planning and the performance ofstudent teams competing in a comprehensive business simulation. Efforts to link formalplanning and performance; Business simulation gaming.Hsu, E. (1989). " Role-event gaming simulation in management education: A conceptualframework and review." Simulation & Games: An International Journal, Vol. 4(Issue 1):pp 409-438.HSU, E. Y. P. (1992). "MANAGEMENT GAMES FOR MANAGEMENTEDUCATION: A CASE STUDY (CAI, VIRTUAL CLASSROOM),." DoctoralDissertation, RUTGERS THE STATE UNIVERSITY OF NEW JERSEY. This experiment attempted to create an integrative method of teachingmanagement theory and practice at the post-secondary level by combining threecategories of computer application: (a) a computer-mediated communication (CMC)system in the form of the Virtual Classroom$sp{rm lbrack TMrbrack }$ (VC) software;(b) computer-based organization simulations; and, (c) computer-based managementgamesHuang, P. Y., Rees, Loren P., Taylor, Bernard W., III (1983). "A Simulation Analysis ofthe Japanese Just-in-Time Technique (with Kanbans) for a Multiline, MultistageProduction System." Decision Sciences. Atlanta Vol. 14(Issue. 3, Jul 1983): pp. 326, 19pgs. A simulation analysis of the JIT technique in a multiline, multistage productionsystem indicates that it is not generally applicable to the typical US production processwhich is characterized by variable processing times, variable production schedules,production bottlenecks, and fluctuating demand. Firms wishing to implement thetechnique must go through a lengthy transition period to establish a master productionschedule which is rigorously stable, and to standardize machine processing and setuptimes, which will require substantial worker retraining.Jaffe, E. D., Nebenzahl, Israel D., & Gotesdyner, Harry (1989). "Machiavellianism, taskorientation, and team effectiveness revisited." Psychological Reports Vol. 64((June 1989pt1)): p. 819-24.Jaffe, E. D., & Nebenzahl, Israel D. (1990). "Group interaction and business gameperformance." Simulation & Gaming Vol. 21(Issue 2, Jun90): pp. 133, 14p.

Use of Computer Simulation in Business Games: A review of the Literature20 Reports the results of a longitudinal experiment to determine the relationshipamong group interaction, cohesiveness and business game performance. Cohesivenessand performance in business games; Success of teams which invested more effort ongaining and maintaining group cohesion than on task orientation.Jauch, L. R., et Al. (1989). "Capstone Renaissance = Simulation + Interaction + DSS."Simulation and Games Vol. 20(Issue 1, Mar 1989): p3-13. Reviews the development of integrated business policy and strategic managementcourses, or capstone courses, in business school curricula. A simulation game isdescribed that incorporates the need for computer literacy, decision support systems(DSS), and interaction to effectively meet the needs for a capstone courseJehng-Jung, K., Ying-Jie, Chen (1996). "An educational water quality managementgame,." Water Science and Technology Vol 34,(Issue 12, 1996,): pp 205-211. An educational game for water quality management is developed to assist anovice engineer or student to learn the compromises among three major objectives tomanage water quality: cost, water quality, and equity. The design and development of thegame and related computer program are described. Network accessibility has provideda novel environment for remote education.Joldersma, C., & Geurts, Jac. L. A. (1998). "Simulation/gaming for policy developmentand organizational change." Simulation & Gaming; Vol. 29(Issue 4, Dec98,): p391, 9p. Provides an overview of simulation/games for policy development andorganizational change, based on an analysis of contributions to the proceedings of the1997 International Simulation and Gaming Association conference. Theoreticalbackgrounds of simulation/games; Objectives and types of simulation/games;Conclusion.Kaplan, R. E., Lombardo, Michael M., & Mazique, Mignon S., (1985). "A mirror formanagers: using simulation to develop management teams,." The Journal of AppliedBehavioral Science Vol 21(Issue no. 3 (1985)): pp. 241-53. Realistic organizational simulation fills a gap in the repertoire of data collectionmethods by giving researchers an opportunity for direct observation under controlledconditions. The Looking Glass simulation lends itself to examining a day in the life of amanagement team. Results of this case reveal implications for the most effective use ofsimulation in organizational diagnosis. In particular, simulation must be used in thecontext of the teams normal setting and circumstances.Kelley, L. (1982). "Trainee v. trainee subordinates evaluation of experiential learning."Develolpments in Business Simulation & Experiential Exercises. Vol. 9: pp 178-180.Keys, B., & Biggs, W. (1990). A review of business games. In "Guide to businessgaming and experiential learning". G. J. W. East Brunswick, NJ, Nichols/GP. 1: pp. 48-73.

Use of Computer Simulation in Business Games: A review of the Literature21Keys, J. B. (1970). "An Investigation of the types of managerial behavior elicited byBusiness games by use of the critical incident method." PH.D. Dissertation, THEUNIVERSITY OF OKLAHOMA.Keys, J. B. (1994). "A business gaming odyssey.,." Simulation & Gaming; Vol. 25( Issue4, Dec94,): p487, 15p. Presents the author experiences in gaming. Impact on teaching and learningphilosophy; Focal point of the development of the professional work; Interaction with theAssociation for Business Simulation and Experiential Learning (ABSEL).Keys, J. B. (1997). "Strategic management games: A review." Simulation & Gaming;Vol. 28( Issue 4, Dec97,): pp 395, 28p,. Describes a number of available management games commonly used in thestrategic management course within colleges and universities. External analysis of theenvironment; Approaches to internal analysis; Strategic variables of international games.Keys, J. B. W., Robert; Edge , Al (1993). "International management games: laboratoriesfor performance-based intercultural learning." Leadership & Organization DevelopmentJournal, Vol. 14(Issue 3, May 1993): pp 25(7). International management games are becoming part of the training anddevelopment programmes of many firms. The use of management games in academia andbusiness is evaluated.Khoo, A., Zubek, Robert., (2002). "Applying Inexpensive AI techniques to ComputerGames.,." IEEE Intelligent Systems Vol 17( Issue 4 (July/Aug. 2002)): pp. 48-53. This approach concentrates on using existing inexpensive techniques to developcomputer game characters. Two such techniques are used to develop agents. Thetechniques used in both systems are computationally inexpensive and easy to implement.Kimbrough, S., O. Wub, D. J. , Zhong, Fang, (2002). " Computers play the beer game:can artificial agents manage supply chains?,." Decision Support Systems, 33(Issue 3, July2002): 323-333. We model an electronic supply chain managed by artificial agents. We investigatewhether artificial agents do better than humans when playing the MIT Beer Game. Canthe artificial agents discover good and effective business strategies in supply chains bothin stationary and non-stationary environments?Kleijnen , J. P. C., Smits, M. T. (2003). "Performance metrics in supply chainmanagement,." The Journal of the Operational Research Society. Oxford: Vol. 54,(Issue5, May 2003): pp. 507. This survey paper starts with a critical analysis of various performance metrics forsupply chain management (SCM), used by a specific manufacturing company. Then itsummarizes how economic theory treats multiple performance metrics. This paperdistinguishes four simulation types for SCM. These simulation types may explain thebullwhip effect, predict fill rate values, and educate and train users. A statisticalmethodology is proposed.

Use of Computer Simulation in Business Games: A review of the Literature22Knotts Jr., U. S. (1997). "Teaching strategic management with a busines game."Simulation & Gaming; Vol. 28(Issue 4, Dec97,): pp 377, 18p. Summarizes the experiences of two professors who have taught the strategicmanagement course collectively by using a game as the centerpiece. Set of learningobjectives for strategic management course; Steps in strategic management process andits corresponding game experiences; Approaches to team organization and management;Use of planning packages and decision support systemsKolb, A., & Kolb, David (2003). Experiential Learning Theory Bibliography. The bibliography contains references on experiential learning theory from1971-2003. The updated list has 1728 entries. The bibliography is organized in threesections. Section one gives recent publications by year, section two includes selectedrecent websites on experiential learning theory and section three gives a complete listingby author from 1971 to 2003.Kos Prenosilova, Z. (1999). "Simulation and gaming in water in the Czech Republic.,."Simulation & Gaming; Vol. 30(Issue 4, Dec99,): pp 476, 6p. Simulations have come to play a major role in water management in the CzechRepublic during the past three decades. This article briefly traces the history ofsimulation and gaming in water management. Some special attention is paid to theauthors involvement in the Master Water Plan and to the beginnings of simulation andgaming in water management.La Force, J. C., & Novelli, Rebecca J. , (1985). " Reconciling management research andpractice,." California Management Review, Vol 27( Issue 3, Spring 1985): pp. 74 (8). There is currently a dichotomy between management research and applicableideas for real world practice. Through such techniques as simulation, a new form ofresearch that provides utilitarian ideas needs to be developed.Lainema, T., & Makkonen, Pekka (2003). "Applying constructivist approach toeducational business games: case REALGAME." Educational Administration AbstractsVol. 38(Issue 3, Jul2003,): pp 359, 2p,. This article evaluates business games in the light of constructivism, a view oflearning emphasizing the need to anchor training to everyday activities and concretecontexts, and introduces a new computer-based business game. The purpose of thisconstruction is to give the business game participants a realistic view of businessprocesses and thus enhance participant business process perception.Laird, J. E. (2002). "Research in human-level AI using computer games." Association forComputing Machinery. Communications of the ACM Vol. 45(Issue 1 Jan 2002): pp 32. The goal of many research groups is to understand what is required for human-level artificial intelligence. A key component of methodology of one group is developingAI systems that behave in complex, dynamic environments with many of the propertiesof the world people inhabit.

Use of Computer Simulation in Business Games: A review of the Literature23Lane, D. C. (1995). "On a resurgence of management simulations and games." Journal ofthe Operational Research Society Vol. 46(Issue 5 May 1995): pp. 604(22). Management games and simulations are increasingly used for managementeducation and training. These games involve either role playing, board games or acomputer program and present situations wherein participants are often required to makemanagement-related decisions. However, simulations and games also have certaindrawbacks which include the lack of learning objectives, failure to consider otherteaching methods and over-emphasis on technology.Lederman, L. C., & Stewart, Lea P., (1991). "The Rules of the Game." Simulation &Gaming Vol. 22(Issue 4, Dec91,): pp 502, 6p. Describes a simulation game called The Rules of the Game designed to helpparticipants explore issues in organizational communication within complexorganizations. Communication of messages effectively through the organizationalhierarchy; Playing time; Debriefing time; Number of players; Materials required; Rolesin the game.Lederman, L. C. (1994). "Give a small child a hammer and soon everything needshammering.,." Simulation & Gaming; Vol. 25(Issue 2 , Jun94,): pp 215, 6p. Reflects on the use of simulations and games in communication education in theUnited States. Nature of participation in simulations and games; Importance ofdebriefing; Arguments about the value of simulations and games as instruments forunderstanding human dynamics; Waning of the popularity of simulations and games inthe discipline of communications.Leemkuil, H., de Jong, Ton, de Hoog, Robert, & Christoph, Noor (2003). "KM Quest: Acollaborative Internet-based simulation game." Simulation & Gaming; Vol. 34( Issue 1,Mar2003,): p89, 23p,. Describes the development of a collaborative Internet-based simulation game forlearning to solve knowledge management problems. Target of knowledge management;Features of management games; Collaboration over the Internet.Lewis, M., & Jacobson, Jeffrey (2002). "Game engines in scientific research."Association for Computing Machinery. Communications of the ACM Vol. 45(1). Significant advances in computer graphics in these areas have traditionallydepended on the expensive, specialized graphics hardware running on scientificworkstations. Now the mass market for computer games has expropriated the best incomputer hardware and software for itself. The most sophisticated rendering pipelines arenow found not on specialized scientific machines but on PC video cards costing less than$500Li, E. Y., & Baillie, Allan S. (1993). "Mixing case method with business games: Studentevaluations." Simulation & Gaming Vol. 24( Issue 3 Sep93): p336, 20p. Presents a study that explores students perceived learning from using either acomplex business game or a simple one, along with some case studies in business policycourses. Six major dimensions of games and its popularity; Factors affecting classroom

Use of Computer Simulation in Business Games: A review of the Literature24pedagogy; Effective use of cases and business games; Methodology of the study;Discussion and conclusion.Li, S. X. (1999). "Interactive strategy sets in multiple payoff games,." Computers &Industrial Engineering, Vol. 37(Issue 3, 1 November 1999,): pp. 613-630,. This paper, investigates the situation of multiple payoff and multiple persongames in a normal form. In this paper, each player has several payoff functions whichare dominated by certain convex cones, and the feasible strategy set of each player maybe interactive with those of the other players. This new model is applied to a classicalexample without requiring variational and quasi-variational inequalities, or point-to-setmappings.Lloyd, D. C. F. (1978). "An introduction to business games." Industrial & CommercialTraining Vol. 10(Issue 1 Jan78): pp. 11, 8p. Discusses the major aspects of business games. Educational context; History;Definitions for games, simulations and cases; Types of business games; Objectives ofrunning a game; Preparation to be done by the training instructor before running thebusiness game; Evaluation of the business game; Advantages and disadvantages ofbusiness gamesLoveluck, C. (1989). " Some Conceptual Changes in Micro-Computer Based Games."Simulation/Games for Learning Vol. 19(Issue 4, Dec 1989): pp. 151-59. Discusses the use of microcomputers in the construction and operation ofbusiness and management games and proposes changes in the conceptual frameworkwithin which games are designed. Topics discussed include the dynamics of businessgames; the use of graphical displays; simulation of competitor strategies; networking; andsoftware integrationLow, M., & Venkataraman, S. (1994). " Developing an entrepreneurship game forteaching and research.,." Simulation & Gaming; Vol. 25(Issue 3, Sep94,): p383. Focuses on the development of an entrepreneurship game for teaching andresearch. Need for an entrepreneurship game based on solid theory; Nature ofentrepreneurial process; Example of a research using the game; Lessons learned whiledeveloping the gameLynch, R., & Michael, T. (1989). "Predicting individual decision making performance ina business simulation." Develolpments in Business Simulation & Experiential Exercises.Vol 16: pp 182-181.Mailles, S., & Batatia, Hadj (1998). "Measuring the accuracy of prediction in a simulatedenvironment.,." Simulation & Gaming; Vol. 29(Issue 2, Jun98): pp173, 20p. Describes how a computerized simulation was used to study prediction in acomplex environment. Prediction in complex environments; Prediction in bus trafficcontrol; Method of the study; Overview of the simulator; Results of the study.

Use of Computer Simulation in Business Games: A review of the Literature25Malik, D., & Howard, B. (1996). "How do we know where were going if we dont knowwhere weve been: A review of business simulation research." Developments in BusinessSimulation & Experiential Exercises. Vol 23: pp 49-53.Mann, B. D., Eidelson, Benjamin M. , Fukuchi, Steven G. , Nissman, Steven A. ,Robertson , Scott, & Jardines , Lori (2002). "The development of an interactive game-based tool for learning surgical management algorithms via computer." The AmericanJournal of Surgery, Vol 183( Issue 3, March 2002,): Pages 305-308. First, a general game model was developed using Microsoft Visual Basic. Abreast module was then created using 3-D models, radiographs, and pathology andcytology images. Thirty-three students played the breast module in a variety of teamconfigurations. After playing the game, the students completed surveys regarding itsvalue as both an educational tool and as a form of entertainment. After playing the game,mean test scores increased from 6.43 (SEM ± 0.30) to 7.14 (SEM ± 0.30; P = 0.006).Marchand , B. (1996). "Simulating negotiations on the computer." Computers,Environment and Urban Systems, Vol 20,(Issue 1, January 1996,): Pages 63-70. One of the worst defects of urban games is the all-powerful role they reserve tothe user: the player usually creates a city from nowhere, designs, like a god, the completecity map, and makes alone all the important choices on land control and land use,population flows, financial policies, etc. In reality, almost all important decisionsconcerning city management are taken after long and often protracted negotiationsbetween protagonists. This paper discusses the conditions a program simulatingnegotiations must meet and proposes such a software called NegoceMartin, A. (1988). "Out of the Screen: Computers and Simulation." Simulation/Gamesfor Learning Vol.18(Issue 1, Mar 1988): pp. 21-29. Outlines two traditions in the field of computer simulation, one focusing upon thecharacter of the software within the computer, the other focusing upon the exerciseoutside the computer which the software is supporting. Topics discussed includemathematical modeling, gaming, information retrieval, decision monitoring, andapplications in business and educationMartin, A. (2000). "Adding Value to simulation / games through Internet mediation: theMedium and the Message,,." International Simulation and Gaming , Proceedings of the33rd International Simulation & Gaming Association Conference: Vol. 10.Martin, A. (2000). "The design and evolution of a simulation/game for teachinginformation systems development." Simulation & Gaming; Vol. 31( Issue 4, Dec2000,):p445, 19p. Reflects on the design and evolution of an innovative simulation/game forteaching information systems development from a management perspective. Presentationof the motivation for the work; Design of the board game called The MIS Game; Gamesredesign as a computer-based simulation game.

Use of Computer Simulation in Business Games: A review of the Literature26Martin, A. (2000). "A simulation engine for custom project management education ,."International Journal of Project Management, Volume 18(Issue 3, 1 June 2000.): pp201-213. This paper first describes a particular implementation called Contract &Construct, which models a contract management approach in a large constructionproject. Experience of running the simulation is discussed, including an analysis ofstrategies adopted by players and their resulting performance. The paper also shows howthe simulation can be used as a research instrument into participant behaviour, anddiscusses extensions to the workMarullo, J., & Cribbin, James J. (1972). "Whatever Happened to ManagementSimulation." Management Review Vol. 61(Issue 5 May 72). Discusses key issues relevant to management simulation in corporations. Pros andcons of business games; Key features of management simulation; Policy implications onmanagement.Maynard, K., Moss, Patrick. , & Whitehead, Marcus. (2001). " Modeling expert problemsolving in a game of chance: a Yahtzee case study.,." Expert Systems Vol. 18(Issue 2(May 2001)): p. 88-98. . In the context of a game of a chance, namely Yahtzee(C), we identifiedstrategies deployed by expert human reasoners and developed a decision tree for agentdevelopment. This paper describes the computer implementation of the Yahtzee game aswell as the software agent. It also presents a comparison of the performance of humansversus an automated agent. Results indicate that, in this context, the software agentembodies human expertise at a high level of fidelity.McHaney, R., White, Doug, & Heilman, George E. (2002). "Simulation Project Successand Failure: Survey Findings." Simulation & Gaming; Vol. 33( Issue 1, Mar2002,): p49,18p. This study investigates characteristics of successful and unsuccessful discreteevent computer simulation projects. The findings show that unsuccessful projects areoften characterized by high costs, model size constraints, and slow software. Successfulprojects are characterized by teamwork, cooperation, mentoring, effectivecommunication of outputs, high-quality vendor documentation, easily understoodsoftware syntax, higher levels of analyst experience, and structured approaches to modeldevelopment.McNeil, M. (1995). "Industry simulation: A new type of business game tapping bothanalytic and synthetic skills." Training & Management Development Methods. Bradford:1995. Vol. 9( Issue 3;): pp. 6.27, 13 pgs. The application of an industry simulation game in a business course is discussed.It is concluded that the industry simulation is a potentially useful tool for in-housetraining programs. It challenges managers to move outside their own particular functionalexpertise and to create a holistic vision of the decision-making framework.

Use of Computer Simulation in Business Games: A review of the Literature27Mead, R., & Freeman, K. H. (1973). " An Experiment Game." Journal of the RoyalStatistical Society: Series C (Applied Statistics) Vol. 22(Issue 1 1973): p1, 6p. Business games have long been accepted as a useful educational tool. It istherefore surprising that other disciplines do not appear to have joined the game set. Theonly game suggested in the statistical literature appears to be the hill-climbing game ofFairlie and Keen (1967). In view of this apparent reticence of statisticians, we offer fordiscussion our statistical game, most reasonably described as an experiment game.Mergen, A. E., & Pray, Thomas F. (1992). "Modeling total quality elements into astrategy-oriented simulation." Simulation & Gaming; Vol. 23(Issue 3, Sept92,): p277,21p,. Reviews the rudiments of total quality management (TQM) and describesalgorithms for integrating many of the key elements into a strategy-oriented simulation.Description of the key TQM components; Introduction of TQM into a computerizedbusiness game; Three-firm illustration.Michaelson, R., & Helliar, Christine, Power, David, & Sinclair, Donald (2001)."Evaluating FINESSE: a case-study in group-based CAL,." Computers & Education, Vol37,(Issue 1, August 2001): pp 67-80. The FINESSE project (Finance Education in a Scalable Software Environment)1addresses problems associated with the teaching of finance courses in the UK HigherEducation sector by constructing a networked, computer -based portfolio managementgame. This paper focuses on the need for a mix of methods when evaluating a CALproject, and on the desirability of including evaluation as part of the design stage and ofthe development process.Miles, G. M., Biggs, W., & Schubert, J. (1986). " Student perceptions of skill acquisitionthrough cases and a general management simulation." Simulation & Games: AnInternational Journal, Vol 7(Issue 1): pp 7-24.Milkovich, G. T., & Mahoney, Thomas A. (1975). "Computer Simulation: A TrainingTool for Manpower Managers." Personnel Journal Vol. 54(Issue 12, Dec 75): pp.609-12, 637.Mock, T. J., Vasarhelyi, Miklos A. , Fellingham, John C. (1974). "The use of simulationand gaming in information systems research, Winter Simulation Conference archive."Proceedings of the 7th conference on Winter simulation (Washington, DC, 1974) Vol 2:Page: 745. Little research which has focused upon information systems has utilized gamingand simulation techniques. Such techniques have been used by the authors in a series ofrelated studies into information systems and decision processes. The paper contains twomajor experimental studies.Moore, L. F. (1965). "A Comparison of five production management games and cases forselected aspects of learning." D.B.A. Dissertation, UNIVERSITY OF COLORADO ATBOULDER.

Use of Computer Simulation in Business Games: A review of the Literature28Mu, X. (1995). "Foreign direct investment in computerized business simulations."Simulation & Gaming; Vol. 26( Issue 1, Mar95,): p36, 15p,. Presents a theoretical framework to investigate the interaction between policies ofhost-country governments and performance of foreign equity investment. Computersimulation; Use of the computer model as a tool for analysis of real-world foreign directinvestments and as an aid to develop negotiation strategies for foreign direct investments.Nadis, S. J. (1993). "The getting of wisdom: a Massachusetts company helps peoplemake mistakes-painlessly,." Omni (New York, N.Y.) Vol. 15( (August 1993)): pp. 8. Company creates software programs that help users to exercise judgments indifficult business situations. The firm has sold its customized and generic "judgmentexercisers" to clients such as NASA, the U.S. Navy, the General Accounting Office, DuPont, Aetna Life and Casualty, Merrill Lynch, and Harvard University.Naude, C. (1999). "Entrepreneurs can be developed." Finance Week(11/05/99): pp. 39. Reports on the entrepreneurship education program launched in South Africacalled the Business Ventures program. Difficulty of acquiring entrepreneurial skills; Roleof business games in explaining business concepts; Evaluations after the completion ofeach module. INSET: SA programme in demand worldwide.Neal, D. J. (1997). "Group competitiveness and cohesion in a business simulation."Simulation & Gaming; Vol. 28( Issue 4, Dec97,): p460, 17p, 4 charts, 3 graphs. Investigates the relationship between the groups competitive disposition, groupcohesion, learning, and economic performance within the MARSTRAT2 simulation.Correlation between the level of group cohesion and economic performance; Associationbetween the levels of individual self-assessed learning and economic performance;Relationship betweeen learning and performance.Neal, D. J. (1997). "The influence of team starting position on performance." Simulation& Gaming; Vol. 28(Issue 2, Jun97,): p230, 7p,. Focuses on the study that investigates the proposition that different startingpositions will not influence the profitability and end position of teams in theMARKSTRAT2 simulation. Methodology of the study; Result of the study; Discussionon the implication for both marketing educators and researchers using simulations withdifferent starting positions; Conclusion drawn from the studyNeuhauser, J. J. (1976). "Business Games Have Failed." Academy of ManagementReview Vol. 1(Issue 4 ; Oct76): pp. 124, 6p. Explores the failure of the business simulation games industry in the UnitedStates. Value of the industry in 1976; Distinction between the learning environmentpresent in a simulation game and the things that should be learned from them; Factorswhich contributed to the failure of business simulation games.Nissen, M. E. (1996). "Designing qualitative simulation systems for business."Simulation & Gaming; Vol. 27(Issue 4, Dec96,): pp 462, 22p.

Use of Computer Simulation in Business Games: A review of the Literature29 Employs information systems design theory for the design of organizational ofqualitative simulation systems. Use and utility of qualitative simulation for business;Artificial intelligence; Business process reengineering; Development of a prototype.Olivas, L., & Newstrom, John W. (1981). "Learning Through The Use Of SimulationGames." Training & Development Journal Vol. 35( Issue 9 Sep81): pp. 63, 3p. Considers the use of simulation games in employee training programs.Advantages of using simulation games in industrial training; Guidelines for using asimulation game; Difference of simulation games from business games.Orwant, J. (2000). "EGGG: automated programming for game generation." IBM SystemsJournal Vol. 39(Issue 3/4): pp. 782-94.Page, D., Roberts, Ralph M. (1992). "Executive evaluation of college student learning viaTHE LOOKING GLASS, INC. simulation." Simulation & Gaming; Vol. 23(Issue 4,Dec92,): p499, 8p. Measures the effects of involving beginning management students in anorganizational simulation. Comparison of a group of students in a pre- and posttestdesign; Significant gains in knowledge for students who participated in the simulation.Pamukcu , D. P., James M. (1985). "IPM: A computer Interactive Project Managementteaching tool." Computers & Industrial Engineering Vol 9(Issue 3, 1985): pp 231-245. The project management process involves a sequence of planning, decisionmaking, follow-up activities and reevaluation followed by a repeat of the sequence. Withthis idea in mind, the Interactive Project Management game (IPM) was developed withthe intent of teaching project management principles in a simulated project environmentusing the computer. This paper describes IPM, its characteristics and its capabilities, andincludes an IPM gaming session.Parker, C. M., & Swatman, Paula M. C., (1999). "An Internet-mediated businesssimulation: Developing and using TRECS." Simulation & Gaming; Vol. 30(Issue 1,Mar99,): pp 51, 19p,. Examines the development of an Internet-mediated, international businesssimulation called Teaching Realistic Electronic Commerce Solutions (TRECS).Background to the development of the simulation; Features of its use in Australia;Planned extensions to the business simulation incorporating additional Internet and Web-based techniques.Patz, A. (1990). " Group personality composition and total enterprise simulationperformance." Developments in Business Simulation & Experiential Exercises. Vol. 17:pp 132-137.Patz, A. L. (1992). "Personality bias in total enterprise simulations." Simulation &Gaming; Vol. 23(Issue 1, Mar92,): p45, 32p,.

Use of Computer Simulation in Business Games: A review of the Literature30 Notes that information-processing and decision-making preferences, as measuredby the Myers-Briggs Type Indicator instrument, correlate highly with performance resultsin the MICROMATIC and Multinational Management Game total-enterprise simulations.Analysis of the results; Implications.Petranek, C. F., & Corey, Susan (1992). "Three levels of learning in simulations:Participating, debriefing, and journal writing." Simulation & Gaming; Vol. 23( Issue 2,Jun92,): p174, 12p. Focuses on the three levels of learning provided by simulation and games throughparticipating, debriefing and writing. Facts, emotions, relationships, strategies andfeelings experienced while taking part in the simulation; Events, emotions, empathy andexplanations as the four Es of debriefing; Journal writing as an extension of the analyticallearning process.Piccoli, G., Ahmad, Rami, & Ives, Blake (2001). "WEB-BASED VIRTUALLEARNING ENVIRONMENTS: A RESEARCH FRAMEWORK AND APRELIMINARY ASSESSMENT OF EFFECTIVENESS IN BASIC IT SKILLSTRAINING." MIS Quarterly; Dec2001 Vol. 25(Issue 4,): p 401, 26p,. Our work focuses on the effectiveness of a web-based virtual learningenvironment (VLE) in the context of basic information technology skills training. Thiscompares a web-based VLE to a traditional classroom through a longitudinalexperimental design. Our results indicate that, in the context of IT basic skills training inundergraduate education, there are no significant differences in performance betweenstudents enrolled in the two environments.Pillutla, S. (2003). "Creating a Web-based simulation gaming exercise using Perl andJavascript." Educational Administration Abstracts; Vol. 38(Issue 3, Jul2003): pp p363,1/2p. It behooves academics to explore and take advantage of World Wide Webtechnology. This article delineates one such implementation that makes an entire gameavailable on the Web. The game has been in continuous use for the past 3 years.Poppenhagen, B. W., & McArdle, Richard J. (1981). "Computer Simulation and DecisionMaking: The Preparation of Mid-Level Managers for Higher Education." TechnologicalHorizons in Education Vol. 8(Issue 6, Nov 1981): pp. 60-62,66. A computer simulation game is discussed which helps managers systematicallyunderstand the institutional finance of a complex university and make decisions basedupon data from projected outcomes.Porter, L. W. (1994). "The relation of entrepreneurship education to business education."Simulation & Gaming; Vol. 25( Issue 3, Sep94,): pp 416, 4p. Discusses articles on simulation and experiential learning in entrepreneurshipeducation published in the periodical `Simulation & Gaming. Criticism againsttraditional business education; Use of alternative pedagogical goals and methods;Consideration of realistic approach to education; Challenges faced by entrepreneurshipeducators.

Use of Computer Simulation in Business Games: A review of the Literature31Pray, T. F., & Gold, Steven (1991). "Goal Setting and Performance Evaluation withDifferent Starting Positions: The Modeling Dilemma." Simulation & Gaming Vol.22(Issue 4, Dec 1991): pp. 476-89. Reviews 10 computerized business simulations used to teach business policycourses, discusses problems with measuring performance, and presents a statisticallybased approach to assessing performance that permits individual team goal setting as partof the computer model, and allows simulated firms to start with different financial andoperating positionsPray, T. F. M., David T., (1991). "Modeling radical changes in technology withinstrategy-oriented business simulations.,." Simulation & Gaming Vol. 22(Issue 1, Mar91,):pp19, 17p,. Explores how technology issues may be incorporated within a strategy-orientedbusiness simulation. Framework for understanding technology management; Strategicapproaches to technology; Framework for modeling strategic management of technology.Proctor, R. A. (1991). "Can computers simulate managerial creativity?" Leadership &Organization Development Journal Vol 12(Issue 4): p 13(4). It is argued that skills in creative problem solving can do much to furtherorganisational efficiency and effectiveness and that interactive computer systems have animportant role to play. A review is provided of different computer aids to creativeproblem solving and an overview is given of the different approaches to managementgames.Prohaska, C. R., & Frank, Ellen J. (1990). "Using Simulations to Investigate ManagementDecision Making." Simulation and Games Vol. 21(Issue 1, Mar 1990): pp. 48-58. Describes a pilot investigation that used a computer-based total enterprisesimulation as a research methodology for studying management decision making withstudents in an MBA program. Discussion of performance criteria highlights return oninvestment (ROI) as the best measure of group performance, and future research needsare suggestedRamnarayan, S., & Strohschneider, Stefan, (1997). "Trappings of expertise and thepursuit of failure.,." Simulation & Gaming; Vol. 28(Issue 1, Mar97): p28, 16p,. Explores some of the basic shortcomings and fallacies of managerial behavior indynamic situations through the use of a computer-simulated industrial organization calledMANUTEX. Description and process of MANUTEX; Some generic behavior patternsand assumptions; Assumption that block learning from experience; Objective of thesimulation study.Randel, J. M., & Morris, Barbara A. (1992). "The effectiveness of games for educationalpurposes: A review of recent research.,." Simulation & Gaming; Vol. 23(Issue 3,Sept92,): p261, 16p. Reviews the literature that compares the instructional effectiveness of games toconventional classroom instruction. Mathematics as the subject area with the greatest

Use of Computer Simulation in Business Games: A review of the Literature32percentage of results favoring games; Subject matter areas where very specific contentcan be targeted as more likely to show beneficial effects for gaming.Remus, W., & Edge, Alfred G. (1991). "Does adding a formal leader improve theperformance of a team in a business simulation?" Simulation & Gaming; Vol. 22( Issue4, Dec91,): p498, 4p,. Examines whether adding a formal leader improve the performance of a team in abusiness simulation game. Group size and its impact; Formal test of differences indecision performance between teams of peers in the business simulation and similarteams with an added formal leader.Rhyne, T.-M. (2000). " Entertainment Computing: Computer games influence onscientific and information visualization." Computer Vol. 33(Issue 12 (Dec. 2000)): pp.154-6. The breakneck pace of consumer graphics development has yielded anunexpected dividend: using commodity graphics boards in high-end scientificapplications.Rich, S. U. (1983). "Group Behavior and Leadership Patterns as Determinants of Successin Business Games." Journal of Marketing Education Vol. 5(Issue 3 Fall83): ,pp. 6, 7p. The purpose of this research project was to explore the relations betweeninterpersonal behavior patterns and group task performance when the task was a businessgame. Group behavior and leadership patterns were meandered and hypotheses weretested during the game play by means of personal observations and a sociometricquestionnaire.Rosenbloom, A. (2003). "A game experience in every application." Association forComputing Machinery. Communications of the ACM Vol 46(Issue). Non-entertainment applications are using more and more immersive 3D graphics,along with game engines, physics, architectures, and development methods, while theirdevelopers ponder ways to satisfy the pumped-up expectations of users who grew upplaying games.Rouwette, E. A. J. A., Fokkema, Eppie, van Kuppevelt, Hans H.J.J., & Peters, Vincent A.M. (1998). "Measuring MARCO POLIS management games influence on marketorientations.,." Simulation & Gaming; Vol. 29(Issue 4, Dec98,): p420, 12p,. Presents information on a study which examines the results of the MARCOPOLIS management game which was developed to introduce employees of housingassociations to new market conditions. Gaming elements; Research model; Method used;Discussion of the results;Ruben, S. M. (1999). "Simulation, games, and experience-based learning: The quest for anew paradigm for teaching." Simulation & Gaming; Vol. 30(Issue 4, Dec99,): p498, 8p,. This article provides an overview of the evolution of experiential instructiontheory and practice from its popular emergence in the late 1960s through the presentperiod.

Use of Computer Simulation in Business Games: A review of the Literature33Russon, M. G., & Chang, S.J., (1992). "Risk aversion and practical expected values: Asimulation of the St. Petersburg game.,." Simulation & Gaming; Vol. 23( Issue 1,Mar92,): p6, 14p, 5 charts,. Argues that, unlike the St. Petersburg paradox, the fact that no person would pay alarge sum of money in order to win a large payoff with a small probability does not implythat all individuals are risk averse. A test of the paradox; The belief that the so-calledpractical expected value must be used to determine individuals attitude toward risk.Sachdeva, D. (1989). "Psychology of computer use: students attitudes toward use ofcomputer-simulation games in teaching business finance,." Psychological Reports Vol.64 (June 1989 pt2): pp. 1195-8.Salopek, J. J. (1999). "Stop Playing Games." Training & Development Vol. 53(Issue 2,Feb99,): p28, 10p. Offers some perspectives and tips to corporate trainors on using team activities orgames in their training sessions. Critical characteristics of training games; Importance ofanswering who, what, when, where, how and why questions. INSETS: Games PeoplePlay; What About Icebreakers?Savolainen, T. (1997). "Simulation games in CIM and the learning organization,."Computers in Industry, 33,(2-3, September 1997): 217-221. The paper describes two types of simulation game that were developed in theFinnish national PRODEAL/Rough Modelling project: (1) project managementsimulation game , PMSG, (2) business process simulation game , BPSG. Conclusionsare made for five practical industrial cases for (Computer IntergratedManufacturing)CIM and the learning organisation.Schaeffer, J., & van den Herik, H. Jaap., (2002). "Games, computers, and artificialintelligence." Artificial Intelligence Vol. 134(Issue 1/2 (Jan. 2002)): pp. 1-7. A historical overview of the use of Artificial Intelligence in Games and researchusing Games.Schatzberg , L. (2002). "Applying Blooms and Kolbs Theories To Teaching SystemsAnalysis & Design." The Proceedings of IESCON 2002 (San Antonio) Vol. 19. The current work applies these theories to teaching information systems analysisand design in general, and then presents a Lego-based classroom activity to begin to fillthe need for early experiential learning in an introductory analysis and design course.Schriescheim, C. A., & Yaney, Joseph P. (1975). "The Motivation Of Business GameParticipants." Training & Development Journal Vol. 29(Issue 8 Aug75): pp. 11, 5p. Examines how business games motivate participating employees. Lack ofempirical evidence supporting motivational difference; Cognitive and performance skills;Interactive learning environment.

Use of Computer Simulation in Business Games: A review of the Literature34Schriesheim, J. F., & Schriesheim, Chester A. (1974). "The Effectiveness Of BusinessGames In Management Training." Training & Development Journal Vol. 28(Issue 5May74): pp. 14, 4p. Discusses the increasing use of business games since their development andintroduction as a management training device in the late 1950s. Claims most commonlymade concerning what business games do; Ways in which the benefits of businessgaming have become accepted without sufficient scientific support; Justification forfurther empirical investigation on gaming effectiveness.Sharda, R., et Al. (1988). "WQM: A Water Quality Management Simulation Game."Simulation and Games Vol. 19(Issue 1, Mar 1988): pp. 27-41. Description of WQM, a simulation game designed to introduce students to thewater quality management function, emphasizes the decision-making process involved invarious facets of business. The simulation model is described, computer support isexplained, and issues in water resource management are discussed.Shirai, H., Tanabu, Motonari, Terano, Takao, Kuno, Yasushi, Suzuki, Hisatoshi, and K.Tsuda (2003). "Game development toolkit for business people in Japan.,." Simulation &Gaming; Vol. 34( Issue 3, Sep2003,): p437, 10p,. Presents a study which described the development of a business game course forbusiness people in Japan. Utilization of the ALEXANDER ISLANDS game model in thebusiness gaming course; Architectural framework of the Business Model DescriptionLanguage and the Business Model Development System; Outline of the courseexperience.Simmonds, W. H., et al. (1970). "Computer Simulation as an Aid for Management of anInformation System." RIEMAY1972 Publication Date: 1970-04-00. The aim of this study was to develop methods, based upon computer simulation,of designing information systems and illustrate the use of these methods by application toan information service. The method developed is based upon Monte Carlo and discreteevent simulation techniques and is described in an earlier report - Sira report R412Organizing and Planning Complete Production and Service Oriented Systems. This reportdiscribes the programme of analysis and experimentation carried out using the model andthe results obtained.Skykes, P. A. (1976). "All work and no play." Industrial & Commercial Training Vol.8(Issue 8 Aug76): pp. 330, 3p. Focuses on the problems encountered in the selection and recruitment ofexecutives in Great Britain. Development of business games; Obstacles in the acceptanceof management games; Importance of using business gamesSpector, J. M. (2000). "System dynamics and interactive learning environments: Lessonslearned and implications for the future.,." Simulation & Gaming; Vol. 31(Issue 4,Dec2000,): p528, 8p. Analyses several articles about system dynamics and interactive learningenvironments. Two complementary approaches in systems dynamics; Enhancement of

Use of Computer Simulation in Business Games: A review of the Literature35learning outcomes with collaboration in reasoning; Argument for a more rigorousapproach to evaluation of learning outcomes.Steinwachs, B. (1992). " How to facilitate a debriefing." Simulation & Gaming; 23(2,Jun92,): 186, 10p. Explains the nature of facilitating a debriefing part of a simulation game throughthe phases of description, analysis/analogy and application. Suggested questions afacilitator might use during each phase; Preparing the discussion group for debriefing;Transition to the next portion of a larger program.Steuer, E. (1992). "Assessment center simulation: A university training program forbusiness graduates." Simulation & Gaming; 23(3, Sept92,): 354, 16p. Presents an introduction into assessment center (AC) programs as a simulationtechnique. Simulation of an AC by personnel experts from business and industry;Characteristics of ACs; Designing of an AC.Stewart, L. P. (1992). "Ethical issues in postexperimental and postexperientialdebriefing." Simulation & Gaming; 23(2, Jun92,): 196, 16p. Analyzes the ethical issues involved in postexperiential debriefing of participantsin simulations and games. Consideration of ethical issues involved in debriefing researchexperiments; Role of postexperimental debriefers; Role of research participants; Conceptof postexperiential debriefer as the authority; Debriefer as colearner.Stolk, D., Alexandrian, Daniel, Gros, Begoña, & Paggio,Roberto (2001). "Gaming andmultimedia applications for environmental crisis management training." Computers inHuman Behavior, Vol. 17(Issues 5-6, September-November 2001,): pp. 627-642. This paper will discuss the possibilities of using computer support andcollaborative training to improve the Environmental management staff training in crisissituations. The paper is based on the description and the results of GAMMA-EC Project.Teach, R., & Govahi, G. (1988). "The role of experiential learning and simulation inteaching management skills." Developments in Business Simulation & ExperientialExercises. 15: 65- 71.Teach, R. (1993). "Forecasting and management ability: A response to Wolfe."Simulation & Gaming; 24(1, Mar93,): 63, 9p,. Responds to a critique of an article published in `Simulation & Gaming titled`Profits: The False Prophet in Business Games. Business game design; Businesssimulations; Forecasting; Measurement; Quantitative methods; Relating evaluation toperformance; Statistical analysis; Total quality management.Teach, R. D. (1990). "Profits: The False Prophet in Business Gaming." Simulation andGames Vol. 21(Issue 1, Mar 1990): pp. 12-26. Discussion of the use of business simulations in the classroom focuses onperformance measurement and evaluation of managerial potential of individual players.The use of profit figures as a performance measure is examined, problems with

Use of Computer Simulation in Business Games: A review of the Literature36evaluation by profits are described, and the use of forecasts and estimates as alternativeevaluation criteria is suggestedTeach, R. D., & Govahi, Gita, (1993). "The role of classroom techniques in teachingmanagement skills.,." Simulation & Gaming; 24(4, Dec93,): 429, 19p. Examines the role of classroom techniques in teaching management skills.Emphasis on the effectiveness of using multiple teaching techniques in teachingmanagement skills;Thavikulwat, P. (1988). "Emphasizing Different Modes of Learning through aConfigurable Business Simulation Game." Simulation and Games Vol. 19(Issue 4, Dec1988): pp. 408-14. Discussion of educational games that can be configured to accommodate changesin the structure of the game focuses on MANAGEMENT 500, a microcomputer-controlled prototype business simulation game. Three modes of learning that can beemphasized through a configurable simulation game are explained: learning bydiscovery, by perseverance, and by competition.Thavikulwat, P. (1991). " Modeling the human component in computer-based businesssimulations." Simulation & Gaming; 22(3, Sept91,): 350, 10p. Proposes a model for capturing the human component of computer-based businesssimulations. Assumption that economics underlie human behavior at work; Approach ofthe human component from a managerial position; Nonlinear functions of the model;Distinction between tactical and strategic decisions.Thavikulwat, P. (1991). "Rebuttal to Wolfes comments on modeling the humancomponent in computer-based business simulations." Simulation & Gaming; Vol.22(Issue 3, Sept91): pp. 365, 3p. Argues for the importance of algorithmic adequacy in computer-based simulationgames. Designers control of algorithms; Elegant algorithms reduction of programmingerrors; Valid algorithms increase of a games flexibility; Good algorithms ascomprehensible and clearly structured; Accompaniment by configurable parameters.Thavikulwat, P. (1995). "Computer-assisted gaming for entrepreneurship education."Simulation & Gaming; Vol. 26(Issue 3, Sep95,): pp. 328, 18p. Discusses the possible contribution of computerized gaming simulation toentrepreneurship education. Broader definition of entrepreneurship; Core entrepreneurialactivities that can be supported by a computerized gaming simulations; Development ofcomputerized gaming simulations; Types of markets; Characteristics and functions ofDEAL, a computerized business gaming simulations.Thavikulwat, P. (1995). "Product quality in computerized business simulations."Simulation & Gaming Vol. 23(Issue 4, Dec92): pp. 431, 12p,. Presents models and procedures that address product quality in production, in amodeled market and in a real market. Use of defects as exponential functions; Proposal ofa caveat emptor procedure; All-or-non principle of inspection.

Use of Computer Simulation in Business Games: A review of the Literature37Thavikulwat, P. (1997). "Real markets in computerized top-management gaming."Simulation & Gaming 28(3, Sep97,): 276, 10p. Focuses on computerized top-management gaming simulations in real market forthe assessment of management education. Types of real market; Assessment advantagesof real markets; Other advantages of real markets.Thavikulwat, P. (1999). "Developing Computerized Business Gaming Simulations."Simulation & Gaming; 30(3, Sep99,): 361, 6p. A paradigm for developing computerized business gaming simulations isdiscussed. Definitions of a configurable game, strategy, tactic, and entrepreneurship asthey relate to specific games are presented.Tomlinson, B. (2000). "Using simulations on materials development courses." Simulation& Gaming Vol 31(Issue 2, Jun2000,): pp 152, 17p,. The authors describe the advantages they have discovered of simulations overreal-life tasks on materials development courses they have run together in different partsof the world. In particular, they stress the value of simulations in providing a rich buteconomical experience that the participants are helped to respond to through asimplification of the reference system.Tompson, G. H., Dass, Parshotam (2000). " Improving students self-efficacy in strategicmanagement: The relative impact of cases." Simulation & Gaming; 31(1, Mar2000,): 22,20p,. Taught as the "capstone" course in most universities, strategic management isdesigned to teach the skills of strategic thinking and analysis rather than mere facts orconcepts. This article investigates the relative contribution of simulations and case studiesfor improving students self-efficacy in strategic management.Tonks, D., & Long, George (1989). "The Hidden Costs of Marketing Simulations."Simulation/Games for Learning Vol. 19(Issue 1, Mar 1989): pp. 24-34. Considers the value and success of computer based marketing simulations fromthe standpoint of both instructors and participants. Distinctions are drawn betweensimulations and games; applications in higher education in the United Kingdom aredescribed; future possibilities are suggested; and hidden costs in adopting newinnovations are examinedTownsend, C. (1976). "A new business game." Industrial & Commercial Training Vol.8(Issue 11 Nov76): p439, 3p. Focuses on the usability of business games on illustrating business functionrelations. Development of a business game; Disadvantage of business games; Illustrationon mechanics of the gameTsuchiya, S. (1998). "Simulation/gaming as an essential enabler of organizationalchange.,." Simulation & Gaming; 29( 4, Dec98): 400, 9p.

Use of Computer Simulation in Business Games: A review of the Literature38 Focuses on the role of simulation/gaming in the organizational change. Basicconstructs of the theory of organizational knowledge creation through communication;ConclusionTsuchiya, S., &Tsuchiya, Tomoaki (2000). "A review of policy exercise interactivelearning environments.,." Simulation & Gaming Vol. 31(Issue I4, Dec2000,): pp. 509,19p,. Clarifies the theoretical meaning of the learning organization using their model ofdouble-loop learning to claim that policy exercise, a managerial support system usinggaming/simulation, can prove to be a powerful methodology in creating a learningorganization. Interactive learning environment provided by policy exercise; Creation of alearning organization.Tullar, W. L. (1992). "Organizational change in the USSR: the activity-inciting game."Leadership & Organization Development Journal, Jan 1992 Vol. 13(Issue 1): pp. 17(4). The activity-inciting game (AIG) used by Soviet corporationspresentsorganizational problems to employees and aims to promote collective thinking byproviding a script to be followed in solving the problems.Van Velsor, E., & Ruderman, Marian, & Phillips, A. Dianne (1989). "The lessons ofLooking Glass: management simulations and the real world of action." Leadership &Organization Development Journal, Annual 1989 Vol. 10(Issue 6): p. 27(5). What people learn during a widely used management simulation is considered.The learning data are used to examine the value of behavioural simulation, by comparingwhat managers report learning to data on behaviours found essential to effectiveness onthe job.Veglahn, P. A., et al. (1978). "Computer Simulation--Training Tool for CollectiveBargaining." Personnel Journal Vol. 57(Issue 11, Nov 1978): pp. 614-17. The technique of computer simulation applied to collective bargaining situationsis presented in the setting of negotiations between library administration and staff(representing, respectively, management and labor union). The negotiation simulationexercise was developed for use in both college and industryVOGELY, E. H. (1974). " A STUDY OF STUDENTS PERCEIVED SATISFACTIONWITH BUSINESS GAMES AS A TEACHING INSTRUMENT FOR MID-MANAGEMENT SUBJECTS IN COMMUNITY COLLEGES." ED.D. Dissertation,UNIVERSITY OF HOUSTON.Walters, B. A., Coalter, Terry M., & Rasheed, Abdul M A. (1997). "Simulation games inbusiness policy courses: Is there value for students?,." Journal of Education for Business,Vol. 72(Issue 3, Jan/Feb 1997): pp. 170, 5 pgs. The importance of business policy as a capstone course is explored and the role ofindividual differences and satisfaction with a business game as a learning tool isexamined. Individual locus of control, need for achievement, and risk propensity were

Use of Computer Simulation in Business Games: A review of the Literature39associated with satisfaction with the game as a learning tool. Results supportrelationships among group consensus, satisfaction with the group, and team performance.Warren, J. R., & van Dijk, Johannes N. (1997). " Human factors in the simulation ofinformation systems." Simulation & Gaming Vol. 28(Issue 1, Mar97,): pp. 65, 23p,. Examines the role of simulation technology in enhancing the quality of decisionsmade by human beings. Use of on-line help and knowledge-based support; Opportunitiesin improving the decision support role of simulation technology in information systemsimulation; Support mechanism in simulation environments; Accuracy scores by type ofquestion, ordering group, and time.Wartgow , J. F. (1972). "Computer Simulation: Panacea or Headache?" Planning forHigher Education Vol. 1(Issue 2, Oct 72): pp. 9-12. The findings and recommendations from a study of the use and effectiveness ofcomputer simulation at seven institutions of higher education are summarized. Discussespurchase and implementation of a simulation model, experiences in implementation,means and methods of utilization, performance, and some recommendations forsuccessful implementation and utilization of a computer simulation model.Washbush, J., & Gosenpud, J. (1994). "Simulation performance and learning revisited."Developments in Business Simulation & Experiential Exercises. 21: 83-85.Wellington, W., & Faria. A. J. (1989). " Simulation game performance: an examinationof the effect of time pressure, method of team formtion, and formal planning." Americanmarketing Association Microcomputers in Marketing Conference 15: 117-125.Wellington, W., Faria, A. J., Whiteley, T. R., & Nulsen, R. 0. ( 1995). Cognitive andbehavioral consistency (1995). "Cognitive and behavioral consistency in a computer-based marketing simulation game environment. An empirical investigation of thedecision-making process." Develolpments in Business Simulation & ExperientialExercises. 22: 12-18.Wellington, W., & Faria. A. J. (1997). "The impact of an artificial market leader onsimulation competitors strategies." Developments in Business Simulation & ExperientialExercises 24: 152-157.Wellington, W. J., & Faria, A.J., (1996). "Team cohension, player attitude, andperformance expectations in simulation." Simulation & Gaming; 27(1, Mar96,): 23, 18p,5 charts. Examines the relationship of team cohesion, participant attitudes and performanceexpectations to actual performance results in a simulation competition. Decision-makingperiod; Correlation between beginning team cohesion and performance expectations andfinal game performanc; Correlation between beginning participant attitudes andperformance expectations.

Use of Computer Simulation in Business Games: A review of the Literature40West III, G. P., & Wilson, E. Vance, (1995). "A simulation of strategic decision makingin situational stereotype conditions for entrepenurial companies." Simulation & Gaming26(Issue 3, Sep95,): 307, 21p. Features a computerized decision-making simulation developed and run to testhypotheses concerning interpretation of stereotypical situational cues for entrepreneurialcompanies. Pattern recognition of situations and information by entrepreneurs;Organizational life-cycle stages; Participants characterization of the companys overallsituation; Researchs implications.White, C. S. (1995). "A path analytic approach to some correlates of students satisfactionwith a computerized management simulation." Simulation & Gaming; 26(1, Mar 95,): 92,5p. Investigates student satisfaction, participation, and academic credit in a junior-level, semester-long management simulation. Description of the methods used;Hypotheses presented and discussed.Whiteley, T. R., Faria, A. J., & Dickinson, J. R. (1990). "An empirical investigation ofthe internal validity of a marketing simulation game." Developments in BusinessSimulation & Experiential Exercises 17: 47-52.Williams, E. (1987). "Business simulation in the policy course." Developments inBusiness Simulation & Experiential Exercises 14: 235-239.Williams, E. L. (1993). "Computerized Simulation in the policy course." Simulation &Gaming Vol. 24(Issue 2 Jun93): p230, 10p. Presents a survey about business games in all colleges and universities. Statisticsof business games; Approaches of business policy; Methodology of the survey; Resultsand analysis; Reasons for nonuse of simulations; Discussion and conclusions.Willumsen , L. G., & de Dios Ortuzar, Juan (1985). " Intuition and models in transportmanagement ,." Transportation Research Part A: General, Vol 19,(Issue 1, February1985,): pp 51-57. This paper is concerned with the interface between the decision maker, thetransport system and mental and mathematical models devised to assist the first inmanaging the second. The paper discusses GUTS, a gaming simulation developed by theauthors to improve transport system management skills. The game has already beenused by a large number of students, academics and practitioners as a training tool. In thispaper it is further argued that games like GUTS could play a beneficial role in helping tobridge the gap between politicians (decision makers) and analysts, and between decision-making bodies and the public at large.Wolfe, J., & Chacko, T. (1982). "The effects of different team sizes on business gameperfomance." Developments in Business Simulation & Experiential Exercises. 9:232-235.

Use of Computer Simulation in Business Games: A review of the Literature41Wolfe, J. (1985). "The teaching effectiveness of games in collegiate business courses: A1973-1983 update." Simulation & Games: An International Journal, 16(2): 251-288.Wolfe, J., & Box, T. (1986). "Relationships between team cohesion dimensions andbusiness game performance." Develolpments in Business Simulation & ExperientialExercises. 13: 11-16.Wolfe, J. (1990). "The evaluation of computer-based business games: Methodology,findings, and future needs. In James W. Gentry (Ed.), Guide to business gaming andexperiential learning (pp. 279-300).East Brunswick, NJ: Nichols/GP."Wolfe, J. (1991). "Some comments on modeling the human component in computer-based business simulations.,." Simulation & Gaming; 22(Issue 3 September,): 360, 5p. Comments on an article by P. Thavikulwat which places great emphasis on thecreation of valid algorithmic portrayals of the functions being simulated. Simulationsalgorithms as part of the experiential learning environment created by the adopter of agame; Learning as coming from the interplay between students.Wolfe, J., & Chanin, M. (1993). The integration of functional and strategic managementskills in a business simualation (1993). "The integration of functional and strategicmanagement skills in a businessgame learning environment." Simulation & Gaming: An Interdisciplinary Journal 24(1.):34-46.Wolfe, J. (1993). " A history of business teaching games in English-speaking and post-Socialist countries." Simulation & Gaming; 24(Issue 4, Dec93,): 446, 19p,. Focuses on the history of industrial gaming in Europes post-Socialist nationssince the 1930s. Use of games for education, development and research; Use of wargames to test military operations plans; Impact of the rise of a theory of experienced-based learning and behavioral change on the creation of business gaming movements.Wolfe, J. (1993). "A forecast of business gaming in the year 2010." Simulation &Gaming; 24(3, Sep93, p373, 3p). Presents information about a panel of prominent authors and researchers whowere queried via the Delphi technique to determine the future nature of business gaming.Conference that held in St. Petersburg, Russia in June 1992; Areas covered by the panel;Panels belief about the typical computer in the year 2010. Game in the year 2010;Factors that determine the increase of business gaming at the graduate levelWolfe, J., & Roberts, C. Richard (1993). "A further study of the external validity ofbusiness games: Five-year peer group indicators.,." Simulation & Gaming; Vol. 24(1,Mar93,): 21. Presents a five-year longitudinal study which attempted to assess the externalvalidity of business games. Examination of interpersonal, career-success-related factors;Within-team peer assessments; Group dynamics.

Use of Computer Simulation in Business Games: A review of the Literature42Wolfe, J. (1993). " On the propriety of forecasting accuracy as a measure of teammanagement ability." Simulation & Gaming; Vol. 24.(Issue 1, Mar93Evaluation standardin business games; Game performance; Simulation): pp. 47, 15p. Presents a preliminary investigation on the propriety of forecasting accuracy as ameasure of team management ability.Wolfe, J. (1993). "Forecasting and management ability: Rebuttal to Teachs response."Simulation & Gaming; Vol. 24(Issue1, Mar93,): pp. 73, 3p. Presents a rebuttal to Richard Teachs responses to the authors article `On thePropriety of Forecasting Accuracy as a Measure of Team Management Ability. Gameperformance; Intermediate criteria; Simulation; Team effectiveness; Ultimate criteria.Wolfe, J., & Roberts, C. Richard (1993). "A further study of the external validity ofbusiness games: Five-year peer group indicators." Simulation & Gaming Vol. 24(Issue 1Mar93): pp. 211 2p. Presents a five-year longitudinal study which attempted to assess the externalvalidity of business games. Examination of interpersonal, career-success-related factors;Within-team peer assessments; Group dynamics.Wolfe, J., & Bruton, Garry (1994). "On the use of computerized simulations forentrepreneurship education." Simulation & Gaming; 25(3, Sep94,): p402, 14p. Focuses on the use of computerized simulations for entrepreneurship education.Investigation of the potential of business games to teach entrepreneurship; Limitedsimulations available for this purpose; Suggestion of compensatory exercises as methodsfor covering the topic areas insufficiently covered.Wolfe, J. (1997). "The effectiveness of business games in strategic management,."Simulation & Gaming; Vol. 28(Issue 4, Dec97 p360, 17p). Evaluates indicators of the pervasiveness of business gaming as well as the extentof its internal structure. Discussion of the factors and trends affecting the number ofmanagement games available to the strategic management instructor; Perspectives on thebusiness gaming field; Criteria for the literature used in the research study.Wolfe, J., & Roge, Joseph N. (1997). "Computerized general management games asstrategic...,." Simulation & Gaming; 28(4,Dec97): 423, 19p. Examines the degree a representative sample of strategicmanagement-typegames blankets the disciplines knowledge domain. Requirements of a comprehensivestrategic management game; Examining a sampling of strategic-management- typegames; Results of the application of the five-forces modelWolfe, J. (1998). "New developments in the use of simulations and games for learning."Journal of Workplace Learning. Bradford: Vol. 10(Issue 6/7;): pp. 310. Business games for instruction have continued to grow in their use. While thebasic structure of these games has largely remained the same, the technical supportprovided to both players and game administrators has changed substantially

Use of Computer Simulation in Business Games: A review of the Literature43Wolfe, J. ( 1978). "THE EFFECTS OF GAME COMPLEXITY ON THEACQUISITION OF BUSINESS POLICY KNOWLEDGE." Decision Sciences Vol.9(Issue 1 Jan78): p143, 12p. Examines cognitive and affective results obtained by complex business games.Role of complexity in increased challenge, decreased monotony and greater decision-making comprehension; Relationship of motivational and learning levels with increasingcomplexity; Level of student morale in complex games.Woodruff, C. K. (1993). "Strategic competitive and firm analyses with computersimulation games." Simulation & Gaming Vol. 24(Issue 3, Sep93,): pp. 369, 4p. Discusses information about the modification of Business ManagementLaboratory (BML) business game simulation. Data base problems and the need forgraphics capability; Selection of graphics complement; Considerations for using on-linegraphics for business game simulations; Conclusions.Yeo, G. K., & F.H. Nah (1992). ""A participants DSS for a management game with aDSS generator",." Simulation & Games Vol 23(Issue 5 (Sept 1992)): pp. 341-353.Yeo, G. K., & Ho, Philip, Chin Leo, (1996). " Controlling information access insimulation games." Simulation & Gaming; 27(2 June 1996): p261, 11p,. Focuses on how a flexible control of information access can be achieved easilywith built-in routines provided in an integrated environment for the development ofsimulation game systems.Yeo, G. K. (?? (Found 10/16/03)). Simulation and Gaming in Learning IT,http://magnus.comp.nus.edu.sg/icce98/icce98.pdf. 2003.Zamora, G., & del Mar, Maria (2000). "SITMECOM 1.0 PC: A transparent-boxmultifunctional simulator of competing companies." Simulation & Gaming Vol. 31(Issue2 Jun2000): pp. 240, 17p. In this article, the authors illustrate, through the description of the function of thesimulator SITMECOM 1.0 PC, a design philosophy for business simulators. They pursuethree basic objectives: to promote the system dynamics approach for businessmanagement, to facilitate self-learning, and to provide a user-friendly interface that helpsin attaining these goals.Zeisel, Y. a. (1989). "A business game as the decision environment for DSSdevelopment,." Journal of Accounting Education 7(1, Spring 1989): Pages 115-124.Accountants are increasingly being called upon to use spreadsheet or other financialplanning software to develop decision support systems in accounting-related areas. Theknowledge and skills needed for this activity are sufficiently different from thosenormally taught, necessitating special consideration in accounting programs. This noteidentifies the skills needed and describes how a business game could be used to help

Use of Computer Simulation in Business Games: A review of the Literature44students develop the necessary knowledge and skills. Also included are comments on theexperiences acquired when the activity was implemented.ApocryphaAmlenakis, A., Feild, H., & Holley, W. (1974). "Correlates of satisfaction, learning andsuccess in business gaming." Simulations, Games and Experiential Learning TechniquesI: 272-277.Armstrong, J. S. (1978). "The national learning project. Exploring ExperientialLearning:." Simulation and Experiential Exercises 5: 69-77.Baldwin, L. E. (1974). "Using complex simulations in policy courses in institutions withlimited resources." Simulations. Games and Experiential Learning Techniques I:186-189.Barone, S., Dauner, J., Rakich, J. (1975). "Crisis versus non-crisis simulation gaming."Simulation Games and Experiential Learning in Action 2: 245-249.Beatty, R., & Schneier. C. (1976). "Issues in equal employment opportunity andaffirmative action." Computer Simulation and Learning Theory Vol. 3: pp. 163-170.Beatty, R., & Kulisch, A. (1977). " Building management skills through problemsolving." New Horizons in Simulation Games and Experiential Learning Vol. 4: pp.152-158.Beldt, S. (1975). "The validity and usefulness of packaged models in game play."Simulation Games and Experiential Learning in Action. Vol. 2: pp. 359-361.Biggs, W. (1975). "Some impacts of varying amounts of information on frustrations andattitudes in a finance game." Simulation Games and Experiential Learning in Action Vol.2: pp. 103-110.Biggs, W. D. (1987). "Functional Business Games." Simulation and Games Vol.18(Issue 2, Jun 1987): pp. 242-67. Defines computerized functional business games as those focusing on decisionmaking and integration in the areas of accounting/finance, marketing, personnel/humanresources, and production/operations. Nine currently available games are reviewed andevaluated in the context of a learning model.Brenenstuhl, D. (1975). "An experiential study of performance in a basic managementcourse." Simulation Games and Experiential Learning in Action Vol. 2: pp 83-91.Brenenstuhl, D., & Blalack, R. (1976). "The effect of preference congruency and vestedinterest on attitude change and satisfaction of participants in a collective bargainingsimulation." Computer Simulation and Learning Theory Vol. 3.: pp. 231-239.

Use of Computer Simulation in Business Games: A review of the Literature45Brenenstuhl, D., & Catalanello, R. (1977). "An analysis of the relationship betweenpersonality characteristics and preferred styles of learning." New Horizons in SimulationGames and Experiential Learning Vol. 4: pp. 82-89.Brenenstuhl, D., & Badgett, T. (1978). " Prediction of academic achievement in asimulation mode via personality constructs." Exploring Experiential Learning:Simulations and Experiential Exercises Vol. 5: pp. 223-230.Burns, A. (1976a). "A computer simulation approach to the teaching of mail surveystrategy." Computer Simulation and Learning Theory Vol. 3: pp. 297-317.Burns, A. (1976b). "The use of program MAILIT in the teaching of mail survey responserate problems and strategies." Computer Simulation and Learning Theory Vol. 3: pp346-355.Butler, R. P., A. (1977). " Degree of uniformity in achievement motivation levels of teammembers: its effect on team perfomance in a simulation game." New Horizons inSimulation Games and Experiential Learning Vol. 4: pp. 118-124.Byme, E. W., D. (1974). "The design, conduct and evaluation of a computerizedmanagement game as a form of experiential learning." Simulation, Games andExperiential Learning Techniques Vol. 1: pp. 22-30.Case, J. (1994). "Games companies play,." Inc. Boston: Vol. 16(Issue10, Oct 1994): pp.46, 7 pgs. Business games get people working hard and smart, mostly because theytransform the workplace in 2 critical ways. First - in a game, everybody is on the sameside. Second - in a game, people set their own goals. Several companies and the gamesthey played to solve specific problems are discussed.Catalanello, R., Brenenstuhl, D. (1977). "An assessment of the effect of experiential,simulation and discussion pedagogies used in laboratory sections of an introductorymanagement course." New Horizons in Simulation Games and Experiential LearningVol. 4: pp. 51-58.Certo, S. (1975). " Experiential training methodology, traditional training methodology,and perceived opportunity to satisfy needs." Simulation Games and Experiential Learningin Action Vol. 2: 31-37.Connolly, E., Connolly, I., Pounds, A., Wiebe, F. (1977). "Analysis of effectivecommunication skill development in engineering experiential education." New Horizonsin Simulation Games and Experiential Learning Vol. 4.: pp. 90-98.

Use of Computer Simulation in Business Games: A review of the Literature46Cowles, K., & Hauser, R. (1976). "Experiencing practical applications and implicationsof various economic systems." Computer Simulation and Learning Theory Vol. 3: pp.448-452.Etnyre, V., & Wolf, E. M. (1975). "The educational impact of supplementary personalinteraction in computerized business games." Simulation Games and ExperientialLearning in Action Vol. 2: pp. 157-165.Faria, A. J., & Nulsen. R. 0. (1975). "Student evaluation of and reaction to a marketingsimulation game under varying circumstances." Simulation Games and ExperientialLearning in Action Vol. 2: pp. 347-355.Ferguson, C. (1976). "INSIM: an interactive inventory simulation." Computer Simulationand Learning Theory Vol. 3: pp. 75-85.Fritzsche, D. (1974). "The lecture vs.the game." Simulation Games and ExperientialLearning Techniques Vol. 1: pp. 41-46.Fritzsche, D. (1977). "Changing perceptions of learning in a simulated environment."New Horizons in Simulation Games and Experiential Learning Vol. 4: pp. 101-109.Fry, L., Kidron, A., & Schriesheim, C. (1975). "The effectiveness of experiential methodsin training and education." Simulation Games and Experiential Learning in Action Vol.2: pp. 365-373.Gentry, I., & Reutzel, E. (1976). "Teaching inventory skills via computer interaction withincreasing complexity." Computer Simulation and Learning Theory Vol. 3: pp. 219-228.Gosenpud, J. (1982). "Who gains and who does not from experiential leaming."Developments in Business Simulation & Experiential Exercises. Vol. 9: pp 135-139.Greenlaw, P. S., & Wyman, F. P. (1973). "The teaching effectiveness of games incollegiate business courses." Simulation & Games: An International Journal, Vol. 4(Issue2): pp 259-294.Hodgetts, R., & Kreitner, R. (1975). "Motivating simulation game performance andsatisfaction with performance-contingent consequences." Simulation Games andExperiential Learning in Action Vol. 2: pp 151-156.Hoover, D., & Whitehead, C. (1975). "An experiential-cognitive methodology in the firstcourse in management: some preliminary results." Simulation Games and ExperientialLearning in Action Vol. 2: pp 23-25.Hoover, D. (1976). "An experimental examination of group size effects." ComputerSimulation and Learning Theory Vol. 3: pp 426-432.

Use of Computer Simulation in Business Games: A review of the Literature47Hunsaker, P. (1977). "Leadership training through behavioral simulations." NewHorizons in Simulation Games and Experiential Learning Vol. 4: pp 40-47.Jauch, L., & Gentry, J. (1976). "Interactive simulation as a supplelmentary instructionaltool." Computer Simulation and Learning Theory Vol. 3: pp 435-441.Johnson, G., & Landon, L. (1974). "Identifying successful game participants." SimulationGames and Experiential Learning in Action Vol. 1: pp 295-299.Keys, B. (1976). "A review of learning research in business gaming." ComputerSimulation and Learning Theory Vol 3: pp 173-184.King, A. (1977a). "Differences in experiential and non-experiential learners reactions toconflict between individual and organization." New Horizons in Simulation Games andExperiential Learning Vol 1(Issue 4): pp 135-143.King, A. (1977b). "Experiential exercises on values, attitudes and conflict resolution."New Horizons in Simulation Games and Experiential Learning Vol 4: pp 353-360.Mancuso, L. (1975). " A comparison of lecture-case study and lecture-computersimulation teaching methodologies in teaching minority students basic marketing."Simulation Games and Experiential Learning in Action Vol 2: pp 339-346.Mock, T. J., Vasarhelyi, Miklos A. , Fellingham, John C. (1974). "The use of simulationand gaming in information systems research, Winter Simulation Conference archive."Proceedings of the 7th conference on Winter simulation (Washington, DC, 1974) Vol 2:Page: 745. Little research which has focused upon information systems has utilized gamingand simulation techniques. Such techniques have been used by the authors in a series ofrelated studies into information systems and decision processes. The paper contains twomajor experimental studies.Napier, H. (1974). "Autocratic vs democratic decision making." Simulations, Games andExperiential Learning Techniques Vol 1: pp 291-294.Napier, H., House, W., & Parnlkar, A. (1977). "Delphi in the classroom: A demonstrationof forecasting economic activity." New Horizons in Simulation Games and ExperientialLearning Vol 4: pp 263-266.Nielsen, C. (1975). "Player performance under differing player configurations in TheInvestment Game: Some preliminary findings." Simulation Games and ExperientialLearning in Action Vol 2: pp 111-115.Nulsen, R., & Faria, A. J. (1977). " New horizons in simulation research." New Horizonsin Simulation Games and Experiential Learning Vol 4: pp 217-222.

Use of Computer Simulation in Business Games: A review of the Literature48Parasuraman, A. (1978). "A framework for determining the pedagogical value ofsimulation gaming: Implications for future simulation gaming research." ExploringExperiential Learning: Simulations and Experiential Exercises Vol. 5: pp 127-132.Parasuraman, A. (1980). "Evaluation of simulation games: A critical look at past effortsand future needs." Experential Learning Enters the 80s Vol. 7: pp192-195.Parish, L. (1975). " Business simulations: Competition or learning." Simulation Gamesand Experiential Learning in Action Vol. 2: pp 284-288.Raia, A. P. (1966). "A study of the educational value of managment games." Journal ofBusiness Vol. 39(Issue 3): pp 339-352.Roberts, R., & Field, S. (1975). "Using student opinions in evaluating results with abusiness game." Simulation Games and Experiential Learning in Action Vol 2: pp 92-99.Sampson, N., & Sotiriou, C. (1977). "Student perceptions: Simulations and the corporatepolicy course." New Horizons in Simulation Games and Experienlial Learning Vol 4: pp110-117.Savage, W. (1979). "Experience in the use and assessment of simulation in managementeducation." Insights into Experiential Pedagogy Vol 6: pp132-140.Skykes, P. A. (1976). "All work and no play." Industrial & Commercial Training Vol.8(Issue 8 Aug76): pp. 330, 3p. Focuses on the problems encountered in the selection and recruitment ofexecutives in Great Britain. Development of business games; Obstacles in the acceptanceof management games; Importance of using business gamesSmith, J. (1975). "Results of using gaming to teach ethics and social responsibility."Simulalion Games and Experiential Learning in Action Vol 2: pp. 227-233.Stanton, W. (1976). "A computer simulalion for marketing research and Consumerbehavior." Computer Simulation and Learning Theory 3: 211-218.Whatley, A. (1976). "Teaching management research through computer simulation."Computer Simulation and Learning Theory 3: 202-210.Wildberger, A. M. (1974). A review of modeling and simulation in education andtraining. Proceedings of the 7th conference on Winter simulation, Washington D.C. This paper, as delivered, will provide an overview and survey of modeling andsimulation in the field of education and training. It will consist mainly of briefdescriptions and comparisons of some thirty representative models and/or simulations.Each one is presented in detail by one or more of the documents in the bibliographywhich also contains additional references to partial compendiums, critiques, andelaborations of some of these models and/or simulations.

Use of Computer Simulation in Business Games: A review of the Literature49Wolfe, D., & Byme, E. (1976). "A comparison of perceived learning in threepedagogically different sections of a required business policy course." ComputerSimulation and Learning Theory 3: 474-482.Wolfe, J. (1976). "Comments on the perception, identification, and measurement oflearning from simulation games." Computer Simulation and Learning Theory 3: 288-294.Wolfe, J. (1978). " Correlations between academic achievement, aptitude, and businessgame performance." Exploring Experiential Learning: Simulations and ExperientialExercises 5: 316-324.

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