Prefabricated computer-based simulations usually offer a user-friendly interface. This allows inexperienced users fast access to the simulation because they do not have to possess specific knowledge about simulation techniques. Thus, giving simulation models an easy-to-use interface increases the acceptance of the simulation tool and draws attention to it. Learners are not only able to examine the results of their decisions but also the causes of these results using powerful system dynamics diagramming techniques. This adds transparency to the former black-boxes, producing so-called transparent-box business simulators. This article reports on an experiment evaluating the relevance and effects of structural transparency. This experimental design also can be used to examine other types of business simulators. Hypotheses regarding the effectiveness of transparency were tested. Results show the necessity for further research and collaboration.

Organizations live in a volatile environment and to survive they have to be able to adjust and change their organizational processes as needed, easily and fast. Information technology is considered to be the major single driving force and also the facilitator of change. Change is not an easy process and very often there are barriers to overcome. If barriers are not identified and addressed, they may hinder change or result in unplanned changes. We develop a framework called BIF (Barriers Identification Framework) for identifying and categorizing barriers to IS-related change. We illustrate the usefulness of the model by using a library information systems change process as an 510 Part II: Theory example. The research project in the library lasted for nine months. The approach was interpretive, with interviews and participative observation as techniques. Several barriers are identified, categorized, and assigned to different phases of the change process. If the framework h...

This paper proposes the use of interactive, continuous business game constructions to be used as an educational tool to enhance participant business process perception (participants ’ understanding of the functioning of business processes). The proposal is based on the experiential learning theory and the present business process modelling discussion. The authors discuss how business game models could be enhanced to pay attention to the process nature of business operations. On the basis of this discussion the authors argument and represent a new business game construction based on continuous processing. Furthermore, some preliminary findings of the game utilization in a university course are represented. The emphasis of the paper is on business

In recent years new ways of strategic thinking have been proposed. Naturally the Ansoffian and Porterian approaches are still acknowledged and respected. Nevertheless, increasing competition and globalisation of markets have claimed that the approaches presented by Ansoff and Porter are insufficient or even incorrect. Certain indications that the Mintzbergian approach would be more appropriate can be found, but also attempts to combine these exist. But what are really the remedies in strategic management (SM) that have been presented, as ‘schools of thought in SM’, over the years? Are they really different from each other? In this discussion the role of decision support systems (DSS) is emerging again as an effective tool, despite the early doubts over their significance. This paper is a review of early and current trends in strategic thinking and the possibilities emerging from developments in the field of DSS. 1.

This paper discusses psychological safety and distinguishes it from the related construct of interpersonal trust. Trust is the expectation that others ' future actions will be favorable to one's interests; psychological safety refers to a climate in which people are comfortable being (and expressing) themselves. Although both constructs involve a willingness to be vulnerable to others ' actions, they are conceptually and theoretically distinct. In particular, psychological safety is centrally tied to learning behavior, while trust lowers transactions costs and reduces the need to monitor behavior. This paper proposes a model of antecedents and consequences of psychological safety in work teams and emphasizes the centrality of psychological safety for learning behavior. Drawing from field research in a variety of organizational settings, I describe different approaches to studying and measuring psychological safety in teams. I conclude with implications of this work including limitations of psychological safety in practice and suggestions areas for future research. 1 There's much greater openness on this team—it's intangible.- Marketing member, new product development team, manufacturing company [In this team] people are put down for being different...- Accountant, publications team, manufacturing company Mistakes [in this unit] are serious, because of the toxicity of the drugs—so you’re never afraid to tell the nurse manager.- Nurse, Team A, Memorial Hospital [The team leader] treats you as guilty if you make a mistake... I was called into her office and made to feel like a two-year old... You get put on trial...- Nurse, Team B, Memorial Hospital

This paper presents some reflections upon the use of a simulation game in an industrial enterprise. It suggests that games based on the principles of experiential learning alone are not likely to lead to imaginative new solutions, as learning is essentially an analytical, convergent process, which does not facilitate creativity. In order to achieve more imaginative game events, it is proposed to design one or more phases of primary creativity and play, and let these feed into learning at the stage of abstract conceptualisation. The paper is mainly conceptual, and outlines some of principles of primary creativity, and how these relate to experiential learning. Keywords: Experiential learning, creativity, case study