Advances in the design of computerized business gaming simulations since the earliest works of the late 1950s are reviewed. A taxonomy of computerized gaming simulation is discussed, and the role of purpose in design is considered. Issues with respect to the representation, timing, hosting, and scoring of gaming simulations are covered.
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Crookall, D., Martin, A., Saunders, D., & Coote, A. (1986). Human and computer involvement in simulation. Simulation & Gaming, 17, 345-375.
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Henshaw, R. C., Jr., & Jackson, J. R. (1966). THE EXECUTIVE GAME. Homewood, IL: Irwin.
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Hoagland, J. S., & Pazer, H. L. (1974). Enrichment of a multi-functional gamethrough dynamic overlays and intensive decision analysis. Simulations, Games and Experiential Learning Techniques, 1, 93-99.
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Jones, K. (1998a). Simulation as examinations. Simulation& Gaming, 29, 331-341. (Reprinted from Simulation/Games for Learning, 12, 1982).
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Jones, K. (1998b). Simulations: Reading for action. Simulation & Gaming, 29, 326-327. (Reprinted from Reading, 14, 1980).
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Jones, K. (1998c). Three categories of ethics. Simulation & Gaming, 29, 363-365. (Reprinted from Games and simulations made easy—Practical tips to improve learning through gaming, 1997, London: Kogan Page).
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Jones, K. (1998d). What happens when students design and run their own simulations?Simulation & Gaming, 29, 342-347.
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Jones, K. (1998e). Who’s who, who sits where. Simulation & Gaming, 29, 328-330. (Reprinted from The Times Educational Supplement, 14 August, 1981).
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Neal, D. J. (1997). The influence of team starting position on performance in a business simulation. Simulation & Gaming, 28, 230-237.
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Neuhauser, J. J. (1976). Business games have failed. Academy of Management Review, 1, 124-129.
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Patz, A. L. (1990). Open system simulation. In J. W. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 159-176). East Brunswick, NJ/London: Nichols/GP.
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Patz, A. L. (1992). Personality bias in total enterprise simulations. Simulation & Gaming, 23, 45-76.
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Patz, A. L. (1999). Overall dominance in total enterprise simulation performance. Developments in Business Simulation & Experiential Learning, 26, 115-116.
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Patz, A. L. (2000). One more time: Overall dominance in total enterprise simulation performance. Developments in Business Simulation & Experiential Learning, 27, 254-258.
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Peach, E. B., & Platt, R. G. (2000). Total enterprise simulations and optimizing the decision set: Assessing student learning across decision periods. Developments in Business Simulation & Experiential Learning, 27, 242-247.
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Peters, V., Vissers, G., & Heijne, G. (1998). The validity of games. Simulation & Gaming, 29, 20-30.
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Pillutla, S. (2003). Creating a Web-based simulation gaming exercise using PERL and JavaScript. Simulation & Gaming, 34, 112-130.
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Smythe, J. L. (2002). When simulations do not go as planned: A designer’s perspective. Simulation& Gaming, 33, 473-476.
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Teach, R. D. (1990a). Designing business simulations. In J. W. Gentry (Ed.), Guide to business gaming and experiential learning(pp. 93-116). East Brunswick, NJ/London: Nichols/GP.
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Teach, R. D. (1990b). Profits: The false prophet in business games. Simulation & Gaming, 21, 12-26.
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Teach, R. D. (1993). Forecasting and management ability: A response toWolfe. Simulation& Gaming, 24, 63-72.
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Thavikulwat, P. (1989). Modeling market demand in a demand-independent business simulation. Simulation & Games, 20, 439-458.
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Thavikulwat, P. (1991a). CEO: A business simulation for policy and strategic management. New York: McGraw-Hill.
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Thavikulwat, P. (1991b). Rebuttal to Wolfe’s comments on modeling the human component in computerbased business simulations. Simulation & Gaming, 22, 365-367.
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Thavikulwat, P. (1996). Activity-driven time in computerized gaming simulations. Simulation & Gaming, 27, 110-122.
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Thavikulwat, P. (1997). Real markets in computerized top-management gaming simulations designed for assessment. Simulation & Gaming, 28, 276-285.
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Thavikulwat, P. (1999). Developing computerized business gaming simulations. Simulation& Gaming, 30, 361-366.
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Thavikulwat, P. (2001). The tournament concept: Extending the idea of using simulations as instruments of assessment. Developments in Business Simulation & Experiential Learning, 28, 225-227.
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Thavikulwat, P. (2002a). Model for currency exchange rates and its validation. Simulation & Gaming, 33, 5-27.
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Thavikulwat, P. (2002b). Volume-dependent money exchange model for gaming simulations. Developments in Business Simulation & Experiential Learning, 29, 220-223.
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Thavikulwat, P. (2003). Gaming agency markets. Developments in Business Simulation & Experiential Learning, 30, 225-230.
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Thavikulwat, P., & Pillutla, S. (2004b). Unsorting algorithm for an ordered list and its application to business simulations. Developments in Business Simulation & Experiential Learning, 31, 216-220.
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102.
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Wolfe, J. (1993a). Forecasting and management ability: A rebuttal to Teach’s response. Simulation& Gaming, 24, 73-75.
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Wolfe, J. (1993b). On the propriety of forecasting accuracy as a measure of team management ability: Apreliminary investigation. Simulation & Gaming, 24, 47-62.
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Wolfe, J. (1994). Recollections on 25 years of simulation/gaming. Simulation & Gaming, 25, 274-278.
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Wolfe, J., & Crookall, D. (1998). Developing a scientific knowledge of simulation/gaming. Simulation & Gaming, 29, 7-19.
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Wolfe, J., & Gold, S. (2004). A study of business game stock price algorithms. Developments in Business Simulation & Experiential Learning, 31, 190-196.
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