Business simulation games have been used since 1979 at the University of Pécs. Since 2000, two games have been taught: a green business simulation developed on site and known as BUSINESS SIMULATION CHALLENGE and the MULTINATIONAL MANAGEMENT GAME. In this research we report on a longitudinal study of the results of the two business simulations; and investigate the effects of the Green Business simulation.
Method.
This survey-based research included 329 students that completed a questionnaire on business simulations since 2000. Surveys were carried out to measure the effect of the two simulations. There are data from three periods up to recent years. Frequency tables, univariate ANCOVA, T-tests and cross-tabulation were used to analyse the data.
Results.
Generations’ attitudes and skills do not change with the passage of time, and the skills and knowledge, conveyed by the simulations can be considered as constant throughout the period.
This study confirms that main managerial skills are developed with simulation games but there is no need for enhanced mathematical and financial knowledge.
The green simulation successfully developed the green attitude of students, but only in cases where the green option was rational.
More educated students enjoy greater challenges, namely the need for deeper analysis.
Simulation courses in universities provide a higher level of motivation than do commercial simulations.
Conclusion.
It can be stated that almost the same results can be achieved by general purpose simulations which have a different focus (analytical or strategy-oriented game). Results also indicate that more simulation courses in universities would stimulate higher student motivation.
AdoborH., & DaneshfarA. (2006). Management Simulations: Determining their Effectiveness. Journal of Management Development, 25(2), 151–168. DOI: 10.1108/02621710610645135
2.
AlmeidaF. (2017). Experience with Entrepreneurship Learning Using Serious Games. Cypriot Journal of Educational Sciences, 12(2), 69–80.
3.
Arias-ArandaD., & Bustinza-SánchezO. (2009). Entrepreneurial Attitude and Conflict Management Through Business Simulations. Industrial Management & Data Systems, 109(8), 1101–1117. DOI: 10.1108/02635570910991328
4.
BettsS. C., & KnausR. (2006). Student Perceptions of the Teaching Effectiveness of a Management Simulation in a Business Policy and Strategy Course. Proceedings of the Academy of Educational Leadership, 11(1), 3–6.
5.
BuilI., CatalánS., & MartínezE. (2019). Encouraging Intrinsic Motivation in Management Training: The Use of Business Simulation Games. The International Journal of Management Education, 17, 162–171. DOI: 10.1016/j.ijme.2019.02.002
6.
Business Simulator (1978). Carnegie Tech University USA, Mainframe Version
7.
ChangJ. (2003). Use of Business Simulation Games in Hong Kong. Simulation & Gaming, 34(3), 358–366. DOI: 10.1177/1046878103255876
8.
ChangY. C., ChenW. C., YangY. N., & ChaoH. C. (2009). A Flexible Web-Based Simulation Game for Production and Logistics Management Courses. Simulation Modelling Practice and Theory, 17, 1241–1253. DOI: 10.1016/j.simpat.2009.04.009
9.
CookR. W., & SwiftC. (2006). The Pedagogical Efficacy of a Sales Management Simulation. Marketing Education Review, 16(3), 37–46. DOI: 10.1080/10528008.2006.11488971
10.
CousensA., GoffinK., & SzwejczewskiM. (2009). Teaching New Product Development Using the ‘CityCar’ Simulation. Creativity and Innovation Management18(3), 176–189. DOI: 10.1111/j.1467-8691.2009.00527.x
11.
DedeauxT., & HartsellT. (2018). Comparison Between Two Types of Educational Computer Games. Simulation & Gaming, 49(6), 661–674. DOI: 10.1177/1046878118778727
12.
EdgeA., KeysB., & RemusB. (1980). The Multinational Management Game. Plano, TX: Business Publications
13.
FariaA. J., & WellingtonW. J. (2004). A Survey of Simulation Game Users, Former-Users, and Never-Users. Simulation & Gaming, 35(2), 178–207. DOI: 10.1177/1046878104263543
14.
FariaA. J.., HutchinsonD., WellingtonW. J., & GoldS. (2009). Developments in Business Gaming. Simulation & Gaming40(4), 464–487. DOI: 10.1177/1046878108327585
15.
FarrellC. (2005). Perceived Effectiveness of Simulations in International Business Pedagogy: an Exploratory Analysis. Journal of Teaching in International Business16(3) 71–88. DOI: 10.1300/J066v16n03_05
16.
FeinsteinA. H., & CannonH. M. (2002). Constructs of Simulation Evaluation. Simulation & Gaming33(4) 425–440. DOI: 10.1177/1046878102238606
17.
FreitasS. de, & OliverM. (2006). How can Exploratory Learning with Games and Simulations within the Curriculum be Most Effectively Evaluated. Computers & Education, 46, 249–264.
18.
GattiL., UlrichM., & SeeleP. (2018). Education for sustainable development through business simulation games: An exploratory study of sustainability gamification and its effects on students’ learning outcomesJournal of Cleaner Production207(2019)667–678DOI: 10.1016/j.jclepro.2018.09.130
19.
GosenpudJ. (1990). Evaluation of Experiential Learning. In GentryW. G. (ed.): Guide to Business Gaming and Experiential Learning. Chapter 18. London: Kogan Page. 301–329
20.
GrimesP. W., & WilleyT. E. (1990). The Effectiveness of Microcomputer Simulations in the Principles of Economics Course. Computers & Education, 14, 81–86.
21.
Guillén-NietoV., & Aleson-CarbonellM. (2012). Serious games and learning effectiveness: The case of It’s a Deal. Computers & Education, 58, 435–448.
22.
Hernández-LaraA. B., Serradell-LópezE., & Fitó-BertranÁ. (2019). Students’ Perception of the Impact of Competences on Learning: An Analysis with Business Simulations. Computers in Human Behavior. 101, 311–319. DOI: 10.1016/j.chb.2019.07.023
23.
HwangM, & CruthirdsKevin (2017). Impact of an ERP Simulation Game on Online Learning. The International Journal of Management Education, 15, DOI: 60-66. 10.1016/j.ijme.2017.01.004
24.
KenworthyJ., & WongA. (2005). Developing Managerial Effectiveness: Assessing and Comparing the Impact of Development Programmes Using a Management Simulation or a Management Game. Developments in Business Simulations and Experiential Learning, 32, 164–175.
25.
KeysJ. B., EdgeA. G., & WellsR. A. (1992). The Multinational Management Game: A Game of Global Strategy. Participant’s Manual. 3rd Edition. Irwin, Inc., ISBN 0-256-09843-3
26.
KeysJ. B. (1997). Strategic Management Games: A Review. Simulation & Gaming, 28(4), 395–422. DOI: 10.1177/1046878197284005
27.
KeysJ. B., & WellsR.A. (1997). The Multinational Management Game: A Simuworld of Global Strategy(4th ed.). Little Rock, AR: Micro Business.
28.
KissT. (1997). Design and Development of a Flexible Business Simulation Game. Ph.D Thesis, London
29.
KissT. (2003). Business Simulation Challenge - A Green Business Simulation. University of Pécs, Faculty of Business and Economics, Hungary
30.
KissT. (2006). The Effect of a Green Business Simulation on Students. International Journal of Environmental, Cultural, Economic and Social Sustainability1(5) 2005/2006189–196.
31.
KrizW. C., & AuchterE. (2016). 10 Years of Evaluation Research Into Gaming Simulation for German Entrepreneurship and a New Study on Its Long-Term Effects. Simulation & Gaming, 47(2), 179–205. DOI: 10.1177/1046878116633972
32.
LainemaT., & HilmolaO. P. (2005). Learn More, Better and Faster: Computer-Based Simulation Gaming of Production and Operations. International Journal of Business Performance Management7(1) 34–59. DOI: 10.1504/IJBPM.2005.006242
33.
LégerP. M. (2006). Using a Simulation Game Approach to Teach Enterprise Resource Planning Concepts. Journal of Information Systems Education17(4) 441–447
34.
LiT., GreenbergB. A., & NichollsJ. A. F. (2007). Teaching Experiential Learning: Adoption of an Innovative Course in an MBA Marketing Curriculum. Journal of Marketing Education29(1) 25–33. DOI: 10.1177/0273475306297380
35.
LinY. L., & TuY. Z. (2012). The Values of College Students in Business Simulation Game: A Means-End Chain Approach. Computers & Education, 58, 1160–1170. DOI: 10.1016/j.compedu.2011.12.005
36.
LinH. H., YenW. C., & WangY. S. (2018). Investigating the Effect of Learning Method and Motivation on Learning Performance in a Business Simulation System Context: An Experimental Study. Computers & Education, 127, 30-40. DOI: 10.1016/j.compedu.2018.08.008
37.
LiuC. H., HoC. T., & TanK. H. (2009). The Application of Management Simulation and Game Teaching in Taiwan and Australia. On the Horizon, 17(4), 397–407. DOI: 10.1108/10748120910998326
38.
MaierF. H., & GrößlerA. (1998). A Taxonomy for Computer Simulations to Support Learning about Socio-Economic Systems. In System Dynamics Society (ed.): Proceedings of the 16th International Conference of the System Dynamics Society. Article number 099. Quebec City, Canada: System Dynamics Society.
39.
MachucaJ. A. D. (2000). Transparent box Business Simulators: an Aid to Manage the Complexity of Organizations. Simulation & Gaming, 31(2), 230–239. DOI: 10.1177/104687810003100207
40.
UlrichM.. (1997). Games/Simulations About Environmental Issues - Existing Tools and Underlying Concepts. Gaming/Simulation for Policy Development and Organizational Change. GeurtsJac, JoldersmaCisca, RoelofsEllie, eds. Proceedings of the 28th Annual International Conference of the International Simulation and Gaming Association (ISAGA), July 1997, Tilburg, The Netherlands, 301–311.
41.
MitchellR. C. (2004). Combining Cases and Computer Simulations in Strategic Management Courses. Journal of Education for Business, 79(4), 198–204. DOI: 10.3200/JOEB.79.4.198-204
42.
NaylorT. H. (1971). Computer Simulation Experiments with Models of Economic Systems. John Wiley & Sons, Inc.
43.
OlhagerJ, & PerssonF. (2006). Simulating Production and Inventory Control Systems: A Learning Approach to Operational Excellence. Production Planning & Control17(2) 113–127. DOI: 10.1080/09537280500223921
44.
PasinF., & GirouxH. (2011). The Impact of a Simulation Game on Operations Management Education. Computers & Education, 57, 1240–1254. DOI: 10.1016/j.compedu.2010.12.006
45.
PérezJ., & GonzálezA. (2012). La simulación de negocios como estrategia pedagógica (Business Simulation as a Pedagogical Strategy). Cuaderno de Pedagogía Universitaria, 9(17), 44–49.
46.
PetriG., & WangenheimC. G. von (2017). How Games for Computing Education are Evaluated? A Systematic Literature Review. Computers & Education, 107, 68–90. DOI: 10.1016/j.compedu.2017.01.004
47.
PongpanichC., KrabuanratT., & TanK. H. (2009). Educator Insight on Simulations and Games: A Comparative Study between Business Schools in Thailand and the UK. On the Horizon, 17(4), 323–329. DOI: 10.1108/10748120910998380
48.
RogmansT., & AbazaW. (2019). The Impact of International Business Strategy Simulation Games on Student Engagement. Simulation & Gaming, 50(3), 393–407. DOI: 10.1177/1046878119848138
49.
RommeA. Georges L. (2003). Learning Outcomes of Microworlds for Management Education. Management Learning, 34(1), 51–61. DOI: 10.1177/1350507603034001130
50.
SaiF. (2017). Exploring Learning Experience in a Total Enterprise Simulation Based on Means-End Theory. International Journal of Management and Sustainability, 6(3), 54–62. DOI: 10.18488/journal.11.2017.63.54.62
51.
SiewiorekA., SaarinenE, LainemaT., & LehtinenE. (2011). Learning Leadership Skills in a Simulated Business Environment. Computers & Education, 58, 121-135. DOI: 10.1016/j.compedu.2011.08.016
52.
SummersG. J. (2004). Today’s Business Simulation Industry. Simulation & Gaming, 35(2), 208-241. DOI: 10.1177/1046878104263546
53.
TaoY. H., ChangC. J., & Sun S.Y. (2009). What Influences College Students to Continue Using Business Simulation Games? The Taiwan experience. Computers & Education, 53, 929–939. DOI: 1 0.1016/j.compedu.2009.05.009
54.
TaoY. H., YehC. R., & HungK. C. (2012). Effects of the Heterogeneity of Game Complexity and User Population in Learning. Computers & Education, 59, 1350–1360. DOI: 10.1016/j.compedu.2012.06.003
55.
TompsonG. H., & DassP. (2000). Improving Students’ Self-Efficacy in Strategic Management: The Relative Impact of Cases and Simulations. Simulation & Gaming, 31(1), 22–41. DOI: 10.1177/104687810003100102
56.
WeissS. E. (2008). On Teaching: Mega-Simulations in Negotiation Teaching: Extraordinary Investments with Extraordinary Benefit. Negotiation Journal, 24(3), 325–353. DOI: 10.1111/j.1571-9979.2008.00187.x
57.
WellingtonW. J., & FariaA. J. (1991). An Investigation of the Relationship Between Simulation Play, Performance Level and Recency of Play on Exam Scores. Developments in Business Simulation & Experiential Exercises, 18, 111–115.
58.
WolfeJ. (2016). Assuring Business School Learning with Games. Simulation & Gaming, 47(2), 206–227. DOI: 10.1177/1046878116632872
59.
ZamoraM. del M. G., MachucaJ. A. D., & CastilloJ. C. R. del (2000). SITMECOM 1.0 PC: A transparent box multifunctional simulator of competing companies. Simulation & Gaming, 31(2), 240–256. DOI: 10.1177/104687810003100208
60.
Zawacki-RichterO., & LatchemC. (2018). Exploring four decades of research in Computers & Education. Computers & Education, 122, 136–152. DOI: 10.1016/j.compedu.2018.04.001
