This article reports a series of exploratory studies dealing with learning in total enterprise simulations. These studies had three purposes: (a) to examine the validity of simulations as learning tools, (b) to measure any relationships between learning about the simulation and economic performance in the game, (c) to discover if some players learn more than others from the same business gaming experience. For this research, learning emanated from the game’s structure and decision-making requirements. Learning was measured using parallel forms of a multiple-choice, short-essay examination. The results showed that learning occurred from simulation play but did not vary with performance. There was some evidence that participants learned more when they perceived their teams to be well organized.
Anderson, P. H.
, & Lawton, L. (1988). Assessing student performance on a business simulation exercise. Developments in Business Simulation & Experiential Learning, 15, 241-245.
2.
Anderson, P. H.
,& Lawton, L. (1992a). The relationship between financial performance and other measures of learning on a simulation exercise. Simulation & Gaming, 23, 326-340.
3.
Anderson, P. H.
, & Lawton, L. (1992b). A survey of methods used for evaluating student performance on business simulations. Simulation & Gaming, 23, 490-498.
4.
Anderson, P. H.
, & Lawton, L. (1997). Demonstrating the learning effectiveness of simulations: Where we are and where we need to go. Developments in Business Simulation& Experiential Learning, 24, 68-73.
5.
Bass, B.
(1982). Team performance and productivity. In D. M. Dunnette & E. A. Fleishman (Eds.), Human performance and productivity: Human capacity assessment(179-232). Hillsdale, NJ: Lawrence Erlbaum.
6.
Burns, A. C.
, Gentry J. W., & Wolfe, J. (1990). A cornucopia of considerations in evaluating the effectiveness of experiential pedagogies. In J. W. Gentry (Ed.), A guide to business gaming and experiential learning. East Brunswick, NJ: Nichols/GP.
7.
Butler, R. J.
, Markulus, P. M., & Strang, D. R. (1985). Learning theory and research design: How has ABSEL fared?Developments in Business Simulation & Experiential Learning, 12, 86-90.
8.
Cartwright, D.
(1968). The meaning of group cohesiveness. In D. Cartwright & A. Zander (Eds.), Group dynamics. New York: Harper & Row.
9.
Catalanello, R. F.
, & Brenenstuhl, D. C. (1977). An assessment of the effect of experiental simulation and discussion pedagogies used in laboratory sections of an introductory management course. Proceedings of the Fourth National ABSEL Conference, 4, 51-58.
10.
Curran, K. E.
, & Hornaday, R. W. (1990). Formal planning and simulation team performance: A cross section approach. Developments in Business Simulation & Experiential Learning, 17, 38-41.
11.
Dill, W. R.
,& Doppelt, N. (1963). The acquisition of experience in a complex management game. Management Science, 10, 30-46.
12.
Faria, A. J.
(1998). Business simulation games: Current usage levels—An update. Simulation & Gaming, 29, 295-308.
13.
Faria, A. J.
,& Whiteley, T. R. (1990). An empirical evaluation of the pedagogical value of playing a simulation game in a principles of marketing course. Developments in Business Simulation & Experiential Learning, 17, 53-57.
14.
Gentry, J. W.
, Commuri, S. R., Burns, A. C.,& Dickenson, J. R. (1998). The second component to experiential learning: A look back at how ABSEL has handled the conceptual and operational definitions of learning. Developments in Business Simulation & Experiential Learning, 25, 62-68.
15.
Gosenpud, J.
, Miesing, P., & Milton, C. J. (1984). A research study on the strategic decisions in a business simulation. Developments in Business Simulation & Experiential Learning, 11, 161-165.
16.
Gosenpud, J.
, & Washbush, J. (1996a). Correlates of learning in simulations. Developments in Business Simulation & Experiential Learning, 23, 43-48.
17.
Gosenpud, J.
, & Washbush, J. (1996b). Total enterprise simulation performance as a function of Myers-Briggs personality type. Simulation & Gaming, 27, 184-205.
18.
Greenlaw, P. S.
,& Wyman, F. P. (1973). The teaching effectiveness of games in collegiate business courses. Simulation & Games, 4, 259-294.
19.
Hornaday, R. W.
,& Curran, K. E. (1988). Formal planning, simulation team performance, and satisfaction: A replication. Developments in Business Simulation & Experiential Learning, 15, 138-146.
20.
Kaufman, F. L.
(1976). An empirical study of the usefulness of a computer-based business game. Journal of Education Data Processing, 13, 13-22.
21.
Keys, B.
(1976). Areviewof learning research in business gaming. Developments in Business Simulation& Experiential Learning, 3, 25-32.
22.
Keys, B.
,& Biggs, W. (1990). A review of business games. In J.W. Gentry (ed), A guide to business gaming and experiential learning. East Brunswick, NJ: Nichols/GP.
23.
Keys, B.
, & Wolfe, J. (1990). The role of management games and simulations in education and research. Journal of Management, 16, 307-336.
24.
Lawton, L.
,& Anderson, P. H. (in press). Measuring what is learned from simulations: Future directions for research. Simulation & Gaming.
25.
MICROMATIC: A MANAGEMENT SIMULATION. Scott, T. W., Strickland, A. J., Hofmeister, D. L., & Thompson, M. D. (1992). Boston: Houghton-Mifflin (One Beacon Street, Boston, MA 02108, USA).
26.
Miesing, P.
, & Preble, J. F. (1985). Group processes and performance in a complex business simulation. Small Group Behavior, 16, 325-338.
27.
Mott, P.
(1972). The characteristics of effective organizations. New York: Harper & Row.
28.
Norris, D. R.
, & Niehbor, R. E. (1980). Group variables and gaming success. Simulation & Games, 11, 301-312.
29.
Sjoberg, L.
(1984). Interest, Effort, Achievement, and Vocational Preference. British Journal of Educational Psychology, 54, 189-205.
30.
Teach, R.
(1989). Using forecasting accuracy as a measure of success in business simulations. Developments in Business Simulation & Experiential Learning, 16, 103-107.
31.
Teach, R.
(1990). Profits: the false prophet in business gaming. Simulation & Gaming, 21, 12-25.
32.
Thorngate, W.
,& Carroll, B. (1987). Why the best person rarely wins. Simulation& Games, 18, 299-320.
33.
Vance, S. C.
, & Gray, C. F. (1967). Use of performance evaluation model for research in business gaming. Academy of Management Journal, 10, 27-37.
34.
Washbush, J.
,& Gosenpud, J. (1993). The relationship between total enterprise simulation performance and learning. Developments in Business Simulation & Experiential Learning, 20, 149-149.
35.
Wellington, W. J.
, & Faria, A. J. (1992). An examination of the effect of team cohesion, player attitude, and performance expectations on simulation performance results. Developments in Business Simulation & Experiential Exercises, 19, 184-189.
36.
Whiteley, T. R.
, & Faria, A. J. (1989). A study of the relationship between student final exam performance and simulation game participation. Simulation & Games, 20, 44-64.
37.
Wolfe, J.
(1976). Correlates and measures of the external validity of computer-based business policy decision making environments. Simulation & Games, 7, 411-438.
38.
Wolfe, J.
(1985). The teaching effectiveness of games in collegiate business courses: A 1973-1983 update. Simulation & Games, 16, 251-288.
39.
Wolfe, J.
(1993). Ahistory of business games in English-speaking and post-socialist countries: The origination and diffusion of a management education and development technology. Simulation & Gaming, 24, 446-463.
40.
Wolfe, J.
(1997). The effectiveness of business games in strategic management course work. Simulation & Gaming, 28, 360-376.
41.
Wolfe, J.
, Bowen, D. D., & Roberts, C. R. (1989). Team-building effects on company performance: A business game-based study. Simulation & Games, 20, 388-408.
42.
Wolfe, J.
,& Box, T. M. (1988). Team cohesion effects on business game performance. Simulation& Games, 19, 82-98.
43.
Wolfe, J.
,& Chanin, M. (1993). The integration of functional and strategic management skills in a business game learning environment. Simulation & Gaming, 24, 34-46.
44.
Wolfe, J.
, & Crookall, D. (1998). Developing a scientific knowledge of simulation/gaming. Simulation & Gaming, 29, 7-19.
45.
Wolfe, J.
,& Guth, G. R. (1975). The case approach versus the simulation in the teaching of business policy: An experimental evaluation. Journal of Business, 48, 349-364.
46.
Wolfe, J.
, & Rogé, J. (1997). Computerized general management games as strategic management learning environments. Simulation & Gaming, 28, 423-441.
