A Study of the Effects of Quantitative Training

Eliason, Alan L.

doi:10.5465/254906

Cited by 1 publication

(3 citation statements)

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“…This may partially reconcile research findings indicating that varying amounts of information do not affect decisions (Philippatos and Moscato, 1969a, 1969b, 1971 with research which indicates that varying amounts of information do affect performance (Babb et al, 1966;Eliason, 1972;and Starbuck and Kobrow, 1966). Generalization must be done carefully, however, because different games were involved in these studies.…”

Section: Suggestions For Further Researchmentioning

confidence: 49%

“…Other studies (Babb, Leslie, and Van Slyke, 1966;Eliason, 1972;Starbuck and Kobrow, 1966) using games other than FINANSIM, however, found that &dquo;uninformed&dquo; and &dquo;informed&dquo; teams did differ on certain performance measures with &dquo;informed&dquo; teams performing better than &dquo;uninformed&dquo; teams. These three studies all indicated to some extent that the amount of information available to decision makers in business games was positively related to game performance.…”

mentioning

confidence: 90%

“…These three studies all indicated to some extent that the amount of information available to decision makers in business games was positively related to game performance. There was also some indication from the Eliason (1972) and Starbuck and Kobrow (1966) studies that the &dquo;informed&dquo; teams may have been overloaded with information initially, which may have dampened the positive relationship between information and performance when looked at over all penods of play. Smce these studies did not involve FINANSIM, however, it is dangerous to compare the studies because results may be game specific.…”

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confidence: 92%

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The Role of Information in a Functional Business Game

Biggs

Greenlaw

1976

Simulation & Games

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Since the American Management Association introduced the first practical business game in 1957, the use of business games has risen rapidly. Little research has been conducted, however, to determine what games teach, what variables may influence gaming decision-making and performance, and so on (Greenlaw and Wyman, 1973).In this study, we hypothesized that one of the key variables influencing the quahty of game decision-making is the amount of information provided game players. &dquo;Amount of mformation&dquo; was defined as the quantity of data and reading material available to players relevant to making game decisions. &dquo;Quality of decisions&dquo; was measured in terms of: (1) numerous standard business performance measures (e.g., ROI and ROE), and (2) &dquo;logical&dquo; measures of decisions made in light of game rules and constraints. It can be inferred from the size of players' manuals that game designers have often assumed a direct, positive relationship (up to a point) between the amount of information available to players and the quality of decisions and performance in game play. The game we studied-FINANSIM: A Financial Management Simulation (Greenlaw and Frey, 1967)-provides a 200-page text learning package including

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