The Acquisition of Experience in a Complex Management Game

William R. Dill and Neil Doppelt
Additional contact information
William R. Dill: Carnegie Institute of Technology, Pittsburgh, Pennsylvania
Neil Doppelt: Carnegie Institute of Technology, Pittsburgh, Pennsylvania

Management Science, 1963, vol. 10, issue 1, 30-46

Abstract: This study was undertaken to evaluate a complex management simulation exercise as an environment for learning. The exercise was the Carnegie Tech Management Game; the players were students in a graduate management program who played the game. Players reported learning many kinds of things from their experience, but learning derived more from interpersonal interactions with other players and with outside groups like boards of directors than from interaction with the game model itself. Players may learn more about recognizing problems for future attention than about solutions of problems that can be applied in new situations. The kinds and amounts of learning vary with the length of game play, with team success or failure, and with individual job assignment on the team. They do not vary with measures of status on the team.

Date: 1963
References: Add references at CitEc
Citations: View citations in EconPapers (3)

Downloads: (external link)
http://dx.doi.org/10.1287/mnsc.10.1.30 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:10:y:1963:i:1:p:30-46

Access Statistics for this article

More articles in Management Science from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().