Can Serious Games Improve Project Management Decision Making Under Complexity?. Issue 1 (February 2019)

• Record Type: Journal Article
• Authors: Rumeser, David; Emsley, Margaret
• Is Part Of: Project management journal. Volume 50:Issue 1(2019)
• Page Start: 23
• Page End: 39
• Publication Date: 2019-02
• Subjects: project management -- complexity -- decision making -- skill acquisition -- game-based learning -- serious games -- computer-based games -- education; Project management -- Periodicals; 658.40405
• DOI: 10.1177/8756972818808982
• Languages: English
• ISSNs: 8756-9728

Abstract

The existing literature on project management serious games tends to ignore the effect of project complexity levels on decision-making performance. This research fills this gap by conducting an experiment whereby two similar project management games with different complexity levels were applied. Our findings suggest that these games can improve players' decision-making performance both in the less complex and more complex scenarios. We also discover that game complexity levels do not affect teams' decision-making performance improvement, and that teams with more project work experience tend to improve more than those with less experience in the more complex game.