This research evaluates the effectiveness of using a management simulation, a management game or case studies within a strategic management training programme. The literature suggests that there is anecdotal evidence that both simulations and games surpass the use of case studies, but there is much criticism of the lack of robust research models used to validate the claims.
Using a quasi-experimental design with a reliable managerial competency assessment instrument, the authors assess the impact of different programme groups, the assessed change in workplace behaviour on a 180° basis and participant learning as demonstrated to their own senior managers.
Most training consultancies and company training is still done in classrooms, using case studies at best and lecture at worst. The big upside of using simulations is the business impact (transfer of learning into the workplace as new behaviours) is vastly better and quicker. So why don't more people use simulations and games?
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