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The effects of various decision‐making team sizes in a complex business game were studied. Firm size was associated with nonlinear performance results and decision curves resulting in differential learning outcomes, learning sources, attrition rates, and decisionmaking behaviors. A three‐member format produced the highest learning levels while two‐member firms experienced only marginally significant knowledge increases. Single‐member firms experienced the most bankruptcies and dropouts. A contingency view of gaming effectiveness is suggested.
Wolfe et al. (Sat,) studied this question.