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Power and Flow Experience in Time-Intensive Business Simulation Game
Article

, Tampere University of Technology, Finland ; , Turku School of Economics, Finland

Journal of Educational Multimedia and Hypermedia Volume 19, Number 1, ISSN 1055-8896 Publisher: Association for the Advancement of Computing in Education (AACE), Waynesville, NC USA

Abstract

Power is an influential component of social interaction and there are reasons for thinking that it may have important effects both on decision-making and psychological and interpersonal processes. The aim of this paper was to study the relations between the feeling of power, decision-making and flow experience in a collaborative business simulation game. The participants of the study were mainly second and third year business school students (N = 98). The data from the simulation game sessions and the players’ experiences were collected through the use of questionnaires. The results indicate that more powerful persons are more likely to experience flow in time-intensive collaborative games and are more goal-focused than less powerful persons. Furthermore, the ability to influence on game events as well as on other players were the major factors that enhanced flow experience. On the other hand, radical behaviour such as forcing others to accept certain opinions did not support flow, because it disturbed the progression of decision-making and game play. It seems that safe game environments can be used to inspire the less powerful persons to fight for their opinions and decisions, which can enhance their decision-making abilities also in real world situations. Based on that we argue that business simulation gaming is a reasonable way to teach business logics and decision-making.

Citation

Kiili, K. & Lainema, T. (2010). Power and Flow Experience in Time-Intensive Business Simulation Game. Journal of Educational Multimedia and Hypermedia, 19(1), 39-57. Waynesville, NC USA: Association for the Advancement of Computing in Education (AACE). Retrieved December 13, 2018 from .

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