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THE EFFECTS OF GAME COMPLEXITY ON THE ACQUISITION OF BUSINESS POLICY KNOWLEDGE *
Author(s) -
Wolfe Joseph
Publication year - 1978
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1978.tb01373.x
Subject(s) - game complexity , simple (philosophy) , computer science , serious game , cognition , knowledge management , complex system , business management , game theory , psychology , cognitive psychology , management science , mathematical economics , artificial intelligence , economics , computational complexity theory , business , multimedia , epistemology , algorithm , philosophy , neuroscience , worst case complexity , business administration
Certain cognitive and affective results obtained by three increasingly complex business games were examined. All simulations taught facts and concepts but the most complex simulation produced the greatest effect. More game complexity also brought about heightened challenge, lesser monotony, and greater decision‐making comprehensiveness. Motivational and learning levels, however, were not linearly positive with increasing complexity. The intermediate game was as motivating as the complex one although it was inferior to the simple game as a teaching device. The complex game also experienced higher student mortality.