| 000 | 01807nam a22002777a 4500 | ||
|---|---|---|---|
| 003 | ZW-GwMSU | ||
| 005 | 20240904074608.0 | ||
| 008 | 240904b |||||||| |||| 00| 0 eng d | ||
| 022 | _a10525629 | ||
| 040 |
_aMSU _bEnglish _cMSU _erda |
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| 050 | 0 | 0 | _aHD20 JOU |
| 100 | 1 |
_aRitchie, William J. _eauthor |
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| 245 | 1 | 0 |
_aTeam culture and business strategy simulation performance/ _ccreated by William J. Ritchie, Charles J. Fornaciari, Stephen A. W. Drew and Dan Marlin |
| 264 | 1 |
_aNewbury Park : _bSage, _c2013. |
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| 336 |
_2rdacontent _atext _btxt |
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| 337 |
_2rdamedia _aunmediated _bn |
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| 338 |
_2rdacarrier _avolume _bnc |
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| 440 |
_aJournal of management education _vVolume 37, number 5 |
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| 520 | 3 | _aMany capstone strategic management courses use computer-based simulations as core pedagogical tools. Simulations are touted as assisting students in developing much-valued skills in strategy formation, implementation, and team management in the pursuit of superior strategic performance. However, despite their rich nature, little is known regarding the relationship between team-level attributes and simulation performance. This research reports the findings of a multiyear study that uncovered a clear link between specific team cultural values, as measured by the Competing Values Framework, and simulation performance. It then explores how these findings may influence the pedagogical use of simulations in the strategy classroom in areas ranging from using culture as a performance tool to diagnosis and training. | |
| 650 |
_aStrategy course _vCapstone _xPerformance measurement |
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| 700 | 1 |
_aFornaciari, Charles J. _eco author |
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| 700 | 1 |
_aDrew, Stephen A. W. _eco author |
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| 700 | 1 |
_aMarlin, Dan _eco author |
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| 856 | _uhttps://doi.org/10.1177/1052562912447539 | ||
| 942 |
_2lcc _cJA |
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| 999 |
_c167015 _d167015 |
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