The Relationship Between Interpersonal and Task Cohesiveness and Performance in a Business Simulation Game

Abstract

The present study examines team cohesiveness as a multidimensional construct composed of perceived interpersonal cohesiveness and perceived task cohesiveness as related to business simulation game performance. The study involved a sample of 316 students divided into ninety-one simulation teams who played The Marketing Management Simulation. It was found that beginning perceived interpersonal and perceived task cohesiveness were not related to ending simulation performance. However, ending perceived task cohesiveness was related to ending game performance but ending interpersonal cohesiveness was not. The findings were taken as support for the multidimensional view of the cohesiveness construct as described in this paper.