The Association for Business Simulation and Experiential Learning (ABSEL) has recently passed its 25th birthday, and a review of the 25 years of ABSEL conference proceedings starting with Oklahoma City in 1974 provides a good overview of the changing nature of business simulation/gaming research. This article reviews the history of business simulation/gaming research through the eyes and articles of ABSEL members over the past 25 years. The review is limited to several areas of major research interest and examines research in the area of business gaming but not experiential learning.
Anderson, P.
,& Lawton, L. (1988). Assessing student performance in a business simulation exercise. Developments in Business Simulation & Experiential Exercises, 15, 241-245.
2.
Anderson, P.
,& Lawton, L. (1991). Personality types and total enterprise simulation performance. Developments in Business Simulation & Experiential Exercises, 18, 1-4.
3.
Anderson, P.
,& Lawton, L. (1997). Simulation and learning: Can we prove a relationship?Developments in Business Simulation & Experiential Learning, 24, 109-113.
4.
Armenakis, A.
, Feild, H., & Holley, W. (1974). Correlates of satisfaction, learning and success in business gaming. Simulations, Games and Experiential Learning Techniques, 1, 272-277.
5.
Armstrong, J. S.
(1978). The national learning project. Exploring Experiential Learning: Simulations and Experiential Exercises, 5, 69-77.
6.
Baldwin, L. E.
(1974). Using complex simulations in policy courses in institutions with limited resources. Simulations, Games and Experiential Learning Techniques, 1, 186-189.
7.
Barone, S.
, Dauner, J., & Rakich, J. (1975). Crisis versus non-crisis simulation gaming. Simulation Games and Experiential Learning in Action, 2, 245-249.
8.
Beatty, R.
, & Kulisch, A. (1977). Building management skills through problem solving. New Horizons in Simulation Games and Experiential Learning, 4, 152-158.
9.
Beatty, R.
,& Schneier, C. (1976). Issues in equal employment opportunity and affirmative action. Computer Simulation and Learning Theory, 3, 163-170.
10.
Beldt, S.
(1975). The validity and usefulness of packaged models in game play. Simulation Games and Experiential Learning in Action, 2, 359-361.
11.
Biggs, W.
(1975). Some impacts of varying amounts of information on frustrations and attitudes in a finance game. Simulation Games and Experiential Learning in Action, 2, 103-110.
12.
Brenenstuhl, D.
(1975). An experiential study of performance in a basic management course. Simulation Games and Experiential Learning in Action, 2, 83-91.
13.
Brenenstuhl, D.
, & Badgett, T. (1978). Prediction of academic achievement in a simulation mode via personality constructs. Exploring Experiential Learning: Simulations and Experiential Exercises, 5, 223-230.
14.
Brenenstuhl, D.
, & Blalack, R. (1976). The effect of preference congruency and vested interest on attitude change and satisfaction of participants in a collective bargaining simulation. Computer Simulation and Learning Theory, 3, 231-239.
15.
Brenenstuhl, D.
, & Catalanello, R. (1977). An analysis of the relationship between personality characteristics and preferred styles of learning. New Horizons in Simulation Games and Experiential Learning, 4, 82-89.
16.
Burns, A.
(1976a). Acomputer simulation approach to the teaching of mail survey strategy. Computer Simulation and Learning Theory, 3, 297-317.
17.
Burns, A.
(1976b). The use of program MAILIT in the teaching of mail survey response rate problems and strategies. Computer Simulation and Learning Theory, 3, 346-355.
18.
Butler, R.
,& Parasuraman, A. (1977). Degree of uniformity in achievement motivation levels of team members: its effect on team performance in a simulation game. New Horizons in Simulation Games and Experiential Learning, 4, 118-124.
19.
Byrne, E.
,& Wolfe, D. (1974). The design, conduct and evaluation of a computerized management game as a form of experiential learning. Simulation, Games and Experiential Learning Techniques, 1, 22-30.
20.
Catalanello, R.
, & Brenenstuhl, D. (1977). An assessment of the effect of experiential, simulation and discussion pedagogies used in laboratory sections of an introductory management course. NewHorizons in Simulation Games and Experiential Learning, 4, 51-58.
21.
Certo, S.
(1975). Experiential training methodology, traditional training methodology, and perceived opportunity to satisfy needs. Simulation Games and Experiential Learning in Action, 2, 31-37.
22.
Certo, S.
,& Newgren, K. (1977). Interpersonal skill development. New Horizons in Simulation Games and Experiential Learning, 4, 72-81.
23.
Connolly, E.
, Connolly, J., Pounds, A.,& Wiebe, F. (1977). Analysis of effective communication skill development in engineering experiential education. New Horizons in Simulation Games and Experiential Learning, 4, 90-98.
24.
Cowles, K.
,& Hauser, R. (1976). Experiencing practical applications and implications of various economic systems. Computer Simulation and Learning Theory, 3, 448-452.
25.
Curran, K.
, & Hornaday, R. W. (1987). An investigation of the relationships between formal planning and simulation team performance. Developments in Business Simulation & Experiential Exercises, 14, 47-50.
26.
Curran, K.
, & Hornaday, R. W. (1989). An investigation of the relationship between formal planning and simulation team performance under changing environmental conditions. Developments in Business Simulation & Experiential Exercises, 16, 136-140.
27.
Dickinson, J.
, & Faria, A. J. (1997). A random-strategy criterion for validity of simulation game participation. Simulation & Gaming: An Interdisciplinary Journal, 28(3), 263-276.
28.
Dube, L.
(1976). The use of non-computerized simulation as an experiential learning method in advertising. Computer Simulation and Learning Theory, 3, 410-414.
29.
Etnyre, V.
,& Wolf, E. M. (1975). The educational impact of supplementary personal interaction in computerized business games. Simulation Games and Experiential Learning in Action, 2, 157-165.
30.
Faria, A. J.
(1986). A test of student attitudes and performance under varying game conditions. Developments in Business Simulation & Experiential Exercises, 13, 70-75.
31.
Faria, A. J.
(1990). Business simulation games after thirty years: Current usage levels. In JamesW. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 36-47). East Brunswick, NJ: Nichols/GP.
32.
Faria, A. J.
,& Dickinson, J. (1990). The responsiveness of simulation game participants to the game parameters. Seventh International Conference on Technology and Education, 7, 235-246.
33.
Faria, A. J.
, & Nulsen, R. O. (1975). Student evaluation of and reaction to a marketing simulation game under varying circumstances. Simulation Games and Experiential Learning in Action, 2, 347-355.
34.
Faria, A. J.
, & Whiteley, T. R. (1990). Can simulation participation improve exam scores: A cross sectional study. Developments in Business Simulation & Experiential Learning, 17, 54-62.
35.
Ferguson, C.
(1976). INSIM: an interactive inventory simulation. Computer Simulation and Learning Theory, 3, 75-85.
36.
Fritzsche, D.
(1974). The lecture vs. the game. Simulations, Games and Experiential Learning Techniques, 1, 41-46.
37.
Fritzsche, D.
(1977). Changing perceptions of learning in a simulated environment. New Horizons in Simulation Games and Experiential Learning, 4, 101-109.
38.
Fry, L.
, Kidron, A.,& Schriesheim, C. (1975). The effectiveness of experiential methods in training and education. Simulation Games and Experiential Learning in Action, 2, 365-373.
39.
Gentry, J.
, Commuri, S., Burns, A.,& Dickinson, J. (1998). The second component to experiential learning. Developments in Business Simulation & Experiential Learning, 25, 62-68.
40.
Gentry, J.
, & Reutzel, E. (1976). Teaching inventory skills via computer interaction with increasing complexity. Computer Simulation and Learning Theory, 3, 219-228.
41.
Gosen, J.
,& Washbush, J. (1997). Antecedents of learning in simulations. Developments in Business Simulation & Experiential Exercises, 4, 60-67.
42.
Gosen, J.
, & Washbush, J. (1998). Antecedents of learning in simulations: A replication. Developments in Business Simulation & Experiential Exercises, 25, 152-153.
43.
Gosen, J.
, Washbush, J., Patz, A., & Wolfe, J. (1999). A testbank for measuring total enterprise simulation learning. Developments in Business Simulation & Experiential Learning, 26, 82-92.
44.
Gosenpud, J.
(1982). Who gains and who does not from experiential learning.Developments in Business Simulation & Experiential Exercises, 9, 135-139.
45.
Gosenpud, J.
(1987). Research on predicting performance in a simulation.Developments in Business Simulation & Experiential Exercises, 14, 75-80.
46.
Gosenpud, J.
(1990). Evaluation of experiential learning. In JamesW. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 301-329). East Brunswick, NJ: Nichols/GP.
47.
Greenlaw, P. S.
,& Wyman, F. P. (1973). The teaching effectiveness of games in collegiate business courses.Simulation & Games: An International Journal, 4(2), 259-294.
48.
Hodgetts, R.
,& Kreitner, R. (1975). Motivating simulation game performance and satisfaction with performance- contingent consequences.Simulation Games and Experiential Learning in Action, 2, 151-156.
49.
Hoover, D.
(1976). An experimental examination of group size effects.Computer Simulation and Learning Theory, 3, 426-432.
50.
Hoover, D.
, & Whitehead, C. (1975). An experiential-cognitive methodology in the first course in management: some preliminary results.Simulation Games and Experiential Learning in Action, 2, 23-25.
51.
Hornaday, R. W.
, & Curran, K. (1987). Decision styles and student simulation performance: A replication.Developments in Business Simulation & Experiential Exercises, 14, 95-99.
52.
Hornaday, R. W.
, & Curran, K. (1988). Formal planning, simulation team performance, and satisfaction: a replication.Developments in Business Simulation & Experiential Exercises, 15, 138-141.
53.
Hornaday, R. W.
, & Wheatley, W. (1986). Exercise right brain skills in the classroom.Proceedings of the 46th Annual Meeting of the Academy of Management, 46, 371-371.
54.
Hsu, E.
(1989). Role-event gaming simulation in management education: A conceptual framework and review.Simulation & Games: An International Journal, 4(1), 409-438.
55.
Hunsaker, P.
(1977). Leadership training through behavioral simulations.New Horizons in Simulation Games and Experiential Learning, 4, 40-47.
56.
Jauch, L.
,& Gentry, J. (1976). Interactive simulation as a supplementary instructional tool.Computer Simulation and Learning Theory, 3, 435-447.
57.
Johnson, G.
,& Landon, L. (1974). Identifying successful game participants.Simulations, Games and Experiential Learning Techniques, 1, 295-299.
58.
Kelley, L.
(1982). Trainee v. trainee subordinates’ evaluation of experiential learning. Developments in Business Simulation & Experiential Exercises, 9, 178-180.
59.
Keys, B.
(1976). A review of learning research in business gaming. Computer Simulation and Learning Theory, 3, 173-184.
60.
Keys, B.
, & Biggs, W. (1990). A review of business games. In James W. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 48-73). East Brunswick, NJ: Nichols/GP.
61.
King, A.
(1977a). Differences in experiential and non-experiential learners’ reactions to conflict between individual and organization.New Horizons in Simulation Games and Experiential Learning, 4, 135-143.
62.
King, A.
(1977b). Experiential exercises on values, attitudes and conflict resolution.New Horizons in Simulation Games and Experiential Learning, 4, 353-360.
63.
Lynch, R.
, & Michael, T. (1989). Predicting individual decision making performance in a business simulation.Developments in Business Simulation & Experiential Exercises, 16, 182-187.
64.
Malik, D.,& Howard, B.
(1996). How do we know where we’re going if we don’t know where we’ve been: A review of business simulation research.Developments in Business Simulation & Experiential Exercises, 23, 49-53.
65.
Mancuso, L.
(1975). Acomparison of lecture-case study and lecture-computer simulation teaching methodologies in teaching minority students basic marketing.Simulation Games and Experiential Learning in Action, 2, 339-346.
66.
Miles, G. M.
, Biggs, W., & Schubert, J. (1986). Student perceptions of skill acquisition through cases and a general management simulation.Simulation & Games: An International Journal, 17(1), 7-24.
67.
Napier, H.
(1974). Autocratic vs democratic decision making.Simulations, Games and Experiential Learning Techniques, 1, 291-294.
68.
Napier, H., House, W.,& Paralkar, A.
(1977). Delphi in the classroom: A demonstration of forecasting economic activity.New Horizons in Simulation Games and Experiential Learning, 4, 263-266.
69.
Nielsen, C.
(1975). Player performance under differing player configurations in The Investment Game: Some preliminary findings.Simulation Games and Experiential Learning in Action, 2, 111-115.
70.
Nulsen, R. O., & Faria, A. J.
(1977). New horizons in simulation research.New Horizons in Simulation Games and Experiential Learning, 4, 217-222.
71.
Parasuraman, A.
(1978). A framework for determining the pedagogical value of simulation gaming: Implications for future simulation gaming research.Exploring Experiential Learning: Simulations and Experiential Exercises, 5, 127-132.
72.
Parasuraman, A.
(1980). Evaluation of simulation games: A critical look at past efforts and future needs.Experiential Learning Enters the 80s, 7, 192-195.
73.
Parish, L.
(1975). Business simulations: Competition or learning.Simulation Games and Experiential Learning in Action, 2, 284-288.
74.
Patz, A.
(1990). Group personality composition and total enterprise simulation performance.Developments in Business Simulation & Experiential Exercises, 17, 132-137.
75.
Raia, A. P.
(1966). A study of the educational value of management games.Journal of Business, 39(3), 339-352.
76.
Roberts, R.
, & Field, S. (1975). Using student opinions in evaluating results with a business game. Simulation Games and Experiential Learning in Action, 2, 92-99.
77.
Sampson, N.
,& Sotiriou, C. (1977). Student perceptions: Simulations and the corporate policy course.New Horizons in Simulation Games and Experiential Learning, 4, 110-117.
78.
Savage, W.
(1979). Experience in the use and assessment of simulation in management educations.Insights into Experiential Pedagogy, 6, 132-140.
79.
Schneier, C.
, & Beatty, R. (1977). Predicting participants’ performance and reactions in an experiential learning setting.Exploring Experiential Learning: Simulations and Experiential Exercises, 5, 291-298.
80.
Schreier, J.
(1976a). Developing a recruitment and selection strategy.Computer Simulation and Learning Theory, 3, 71-74.
81.
Schreier, J.
(1976b). RAISE II: experiences with a personnel simulation.Computer Simulation and Learning Theory, 3, 61-67.
82.
Schreier, J.
(1977). The role of the administrator in experiential learning and simulation.New Horizons in Simulation Games and Experiential Learning, 4, 177-186.
83.
Schreier, J.
,& Komives, J. (1976). Assessment of entrepreneurial skills using simulations.Computer Simulation and Learning Theory, 3, 53-60.
84.
Scott, R.
(1977). An experimental testing of teaching methodologies in marketing.NewHorizons in Simulation Games and Experiential Learning, 4, 67-71.
85.
Sewall, M.
(1976). An experiential exercise in multidimensional scaling.Computer Simulation and Learning Theory, 3, 97-111.
86.
Smith, J.
(1975). Results of using gaming to teach ethics and social responsibility.Simulation Games and Experiential Learning in Action, 2, 227-233.
87.
Stanton, W.
(1976). Acomputer simulation for marketing research and consumer behavior.Computer Simulation and Learning Theory, 3, 211-218.
88.
Teach, R.
, & Govahi, G. (1988). The role of experiential learning and simulation in teaching management skills.Developments in Business Simulation & Experiential Exercises, 15, 65-71.
89.
Washbush, J.
, & Gosenpud, J. (1994). Simulation performance and learning revisited.Developments in Business Simulation & Experiential Learning, 21, 83-85.
90.
Wellington, W.
, & Faria, A. J. (1989). Simulation game performance: an examination of the effect of time pressure, method of team formation, and formal planning.American Marketing Association Microcomputers in Marketing Conference, 15, 117-125.
91.
Wellington, W.
, & Faria, A. J. (1997). The impact of an artificial market leader on simulation competitors’ strategies.Developments in Business Simulation & Experiential Exercises, 24, 152-157.
92.
Wellington, W.
, Faria, A. J., Whiteley, T. R., & Nulsen, R. O. (1995). Cognitive and behavioral consistency in a computer-based marketing simulation game environment: An empirical investigation of the decision- making process.Developments in Business Simulation & Experiential Exercises, 22, 12-18.
93.
Whatley, A.
(1976). Teaching management research through computer simulation.Computer Simulation and Learning Theory, 3, 202-210.
94.
Whiteley, T. R.
, Faria, A. J.,& Dickinson, J. R. (1990). An empirical investigation of the internal validity of a marketing simulation game.Developments in Business Simulation& Experiential Exercises, 17, 47-52.
95.
Williams, E.
(1987). Business simulation in the policy course.Developments in Business Simulation & Experiential Exercises, 14, 235-239.
96.
Wolfe, J.
(1976). Comments on the perception, identification, and measurement of learning from simulation games.Computer Simulation and Learning Theory, 3, 288-294.
97.
Wolfe, J.
(1978). Correlations between academic achievement, aptitude, and business game performance.Exploring Experiential Learning: Simulations and Experiential Exercises, 5, 316-324.
98.
Wolfe, J.
(1985). The teaching effectiveness of games in collegiate business courses: A 1973-1983 update.Simulation & Games: An International Journal, 16(2), 251-288.
99.
Wolfe, J.
(1990). The evaluation of computer-based business games: Methodology, findings, and future needs. In James W. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 279-300). East Brunswick, NJ: Nichols/GP.
100.
Wolfe, J.
(1997). The effectiveness of business games in strategic management course work.Simulation & Gaming: An Interdisciplinary Journal, 28(4), 360-376.
101.
Wolfe, J.
, & Box, T. (1986). Relationships between team cohesion dimensions and business game performance.Developments in Business Simulation & Experiential Exercises, 13, 11-16.
102.
Wolfe, J.
, & Box, T. (1987). Team cohesion effects on business game performance.Developments in Business Simulation & Experiential Exercises, 14, 250-255.
103.
Wolfe, D.
,& Byrne, E. (1976). Acomparison of perceived learning in three pedagogically different sections of a required business policy course.Computer Simulation and Learning Theory, 3, 474-482.
104.
Wolfe, J.
,& Chacko, T. (1982). The effects of different team sizes on business game performance.Developments in Business Simulation & Experiential Exercises, 9, 232-235.
105.
Wolfe, J.
,& Chanin, M. (1993). The integration of functional and strategic management skills in a business game learning environment.Simulation & Gaming: An Interdisciplinary Journal, 24(1), 34-46.
