You are in the accessibility menu

Please use this identifier to cite or link to this item:
Model of a game for improving integrated decisions in production management
  • Universidade Estadual Paulista (UNESP)
  • University of Minho
This paper presents the results obtained with a business game whose model represents the decision making process related to two moments at an industrial company. The first refers to the project of the industrial plant, and the second to its management. The game model was conceived so the player's first decision would establish capacity and other parameters such as quantities of each product to produce, marketing expenses, research and development, quality, advertising, salaries, if purchases will be made in installments or in cash, if there will be credit sales and how many installments will be allowed and the number of workers in the assembly area. An experiment was conducted with employees of a Brazilian company. Data obtained indicate that the players have lack of contents, especially in finances. Although these results cannot be generalized, they confirm prior results with undergraduate and graduate students and they indicate the need for reinforcement in this undergraduate area. © 2012 Springer-Verlag.
Issue Date: 
Virtual and Networked Organizations, Emergent Technologies, and Tools. Berlin: Springer-verlag Berlin. Communications in Computer and Information Science, v. 248 CCIS, p. 40-51, 2002.
Time Duration: 
  • Integrated Decisions
  • Production Management
  • Serious Games
  • Brazilian companies
  • Business games
  • Decision making process
  • Game models
  • Graduate students
  • Industrial companies
  • Integrated decision
  • Marketing expense
  • Production management
  • Research and development
  • Serious games
  • Industrial plants
  • Marketing
  • Students
  • Wages
  • Industrial management
Access Rights: 
Acesso restrito
Appears in Collections:Artigos, TCCs, Teses e Dissertações da Unesp

There are no files associated with this item.

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.