Supporting Individual's Learning Towards Collective Benefits: A Car-Sharing Business Game
AbstractThe coordination between company status and individuals is a volatile component of many corporations. A concentration in whole organization offers flexible market access, competence development for each member of organization, and a maximum collective benefit. However, such coordination often encounters a business dilemma that leads to disappointing performance. Each member achieves good results, however, the sum of all the achievements cannot maximize profit for organization. We implement a business game and suggest that experiencing this game, players can have an effective learning outcome. In the "Condominium Building Car-sharing Business Management Game". Each player represents an independent decision maker and plays a role in the company. There are two roles in the game: a Proprietor and a Manager. Each proprietor is in charge of one condominium building and holds the fundamental information of the building and selective business factors such as the volume of that building. Proprietors have responsibilities to decide the strategy of their building and present their consideration to support the manager. On the other hand, the manager is responsible for deciding strategies of for the whole car-sharing business. Since the manager holds the general information of the company instead of the concrete state of each condominium building. The player must make the decision from the whole point of view by considering the suggestion from each proprietor. The same as the real company, by having a meeting at each step, proprietors and managers share the information and make the decision. Finally, they achieve collective benefits of the whole organization. The game contributes to understanding the variety in business process, performance of different roles in the same business, and business longevity. From playing our game, the players can experience the joy of real business, and enhance the learning towards collective benefit. "
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