Bernard Keys

The Role of Management Games and Simulations in Education and Research

This review takes a broad look at the management gaming movement and summarizes how the field has evolved to its current state. The article defines terms and parametersfor the management gamingfield and briefly reviews the history of business gaming. Several models of experiential learning applicable to gaming are explained. Included are studies on the educational value of management games and a review of the literature that deals with management games and simulations as research laboratories. Some of the fields trends and future developments are also projected.

Management Education and Development: Current Issues and Emerging Trends

Rapid changes have been occurring in the management education and development area, fueled by the callfor accountability, an increase in experiental techniques, the availability of educational technology, and a recognition of the needfor lifetime learning. This review recognizes some of these changes and trends and suggests implications for practitioners. Recent literature in the field is reviewed according to a three-part typology: content, experience, and assessment/feedback. Research gaps in the field are noted and implications for future researchers are discussed.

Total Enterprise Business Games.

A total enterprise game is a term used to refer to games that include all the main functions of business enterprise as its decision inputs-marketing, production, and finance. This article will describe, compare, contrast, and evaluate a representative sample of 10 total enterprise computer-scored business games. Subjects to be considered in this review will be the decision inputs used by these games, along with game complexity, balance, intended purpose, and supporting decision-making information. The games selected for review have been used for a number of years, are commercially available from reliable publishers, and

Cross‐cultural Learning in a Multinational Business Environment

The emphasis on cross‐cultural learning is discussed, through the medium of the Multinational Management Game, whereby top management decision making is undertaken by participants from different cultures, creeds and languages. How they interact and also react, in the group situation is illustrated, together with the way consensus is reached.

Introducing Executive MBA Programmes with Management Games

The EMBA is the fastest growing segment of the executive education market. The heavy demands of course schedules on top of otherwise heavy work schedules produce considerable stress. Consequently programmes require a heavy motivation and commitment. Team building for peer support and course levelling early in the programme are critical to success. A management game was found to be very successful in the introductory week of an EMBA programme both at developing peer support and at providing an integrative introduction to the two years of work.

A Global Management Development Laboratory for a Global World

Previews the characteristics of the global markets rapidly developing throughout the world and highlights development approaches that can respond to the need for global managers. Also reviews a new edition of the Multinational Management Game, a possible approach to training global managers.

Making Management Development Relevant with Simulations

US National Park Service personnel are resistant to training programmes derived from business and industry. The circumstances leading to development of a customised training programme are described – in particular the development and presentation of a simulation which was a key feature.

Success factors in going international: experiences from small firms in southeastern USA

Reviews the individual experiences of many small southeastern US firms as they attempted to meet the challenge of overseas markets, sometimes in response to market saturation at home or to smooth out the seasonality of product demand. Although many small firms were initially reluctant to “go global”, those who did so found that they were able to work through the hurdles and build strong overseas markets. Reviews the variety of measures and techniques which individual firms used to turn obstacles into a successful global venture. Explores the most important lessons which these firms learned in the process.

ISAGA '91: global modeling for solving global problems

Kyoto, Japan provided the setting for the 22nd Annual Meeting of the International Simulation and Gaming Association. Participants from 20 countries met, presented papers, symposia, and workshop demonstrations on the subject of global modeling. The program was cohosted by the Japanese Association of Simulation and Gaming and the Science Council of Japan and timed to coincide with the famous Gion Festival. Part of the program was hosted at Ritsumeikan University and part at the Kyoto International Conference Hall.

Business Game Review : The Arbitration Game by Louis V. Imundo, Southwestern Publishing Co. 1982:

most labor-management agreements, the authority of the arbitrator is final and binding on the parties to the agreement (commonly referred to as the contract). The game is a noncomputerized role-play type game with participant data presented in in-basket form. Ten different organizational roles are presented by biographical profiles. These vary from VP Human Resources to Robert M. Jones-an employee grievant in the machine