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Applying media synchronicity theory (MST) as a theoretical foundation, this paper aims to examine whether teams using multiple communication modes perform better on a complex intra-team task than those using a single mode.

The authors adopted a mixed-methods explanatory design. Data were collected from 44 teams directly following participation in the Everest Leadership and Team Simulation. Teams were assigned a specific mode of communication: virtual (text-chat only), face-to-face (FTF) or dual (FTF and chat).

No significant differences in team goals achieved were found when comparing dual modes to single modes, counter to predictions based on MST. Qualitative data indicated that FTF communication is dominant and might lead to “medium inertia” when multiple modes are available. FTF teams reported higher perceptions of team effectiveness than text-chat-only teams.

This study was conducted on a small number of teams in an artificial environment; therefore, generalizability is limited. Future research should consider other measures of team performance and test teams in a virtual setting where distance, as well as time, are factors.

FTF communication tends to be dominant to a point where virtual options are ignored, suggesting that greater awareness around communication processes required for complex tasks, and ways to appropriate different media for conveyance or convergence, is key to team performance.

This study highlights the importance of determining processes by which teams shift between media to maximize conveyance and convergence processes. Additionally, distinguishing between objective performance and perceptions of performance highlight an additional challenge for teams that can be explored.

The purpose of this paper is to describe an innovative approach to overcoming a common dilemma in designing negotiation simulations – that of situating a simulation in a real-life or fictitious context. This binary choice, which the authors call the negotiation designer’s dilemma, has profound implications for the types of learning activities and outcomes that can be integrated into the overall learning experience. As a way of overcoming the trade-offs inherent in this dilemma, the authors developed what they term hybrid simulations, which blend elements of fact and fiction in its contextual design in a particular way.

The authors were part of a negotiation simulation design team that used Design Thinking to understand the negotiation designer’s dilemma and to prototype and test a corresponding solution.

This paper demonstrates the benefits, potential applications and the how-to of hybrid simulations within the context of two such simulations the authors have designed at two different Swiss business schools. This paper concludes by discussing the potential and limitations for the application of hybrid simulations, as well as areas of potential further development.

The concept of a hybrid negotiation is a novel design trick that can be used in a variety of negotiation simulation contexts.

Research shows that teams often fail to surface and use unique information to evaluate decision alternatives. Under a condition known as the hidden profile, each member uniquely possesses a critical clue needed to uncover the superior solution. Failure to share and adequately evaluate this information will result in poor decision quality. The aim of this paper is to examine the impact of the devil's advocacy technique on the decision quality of hidden profile teams.

In order to mitigate this team decision‐making bias, the present study utilizes experimental research to examine the impact of the devil's advocacy technique on the decision quality of hidden profile teams.

Results show that devil's advocacy groups achieved higher decision quality than groups under free discussion. However, devil's advocacy teams also had higher levels of affective conflict. As a result, while they selected the best solution, devil's advocacy introduced conditions that may hinder the solution's implementation

Similar experiments with advocacy techniques suggest that the positive effect on decision quality found here may be reduced in the presence of stronger hidden profiles.

While the devil's advocacy technique has the potential to uncover hidden profiles and improve group decision making, the paper recommends that managers use this technique only in teams with strong critical thinking norms that foster constructive conflict.

To the authors' knowledge, no study has examined the impact of devil's advocacy in groups where information is not shared equally prior to deliberations.

Computer simulation in construction planning has been the subject of research for the last few decades. The present paper describes simulation models geared toward improving the productivity of concreting operations. It is primarily concerned with a study of the sensitivity of concreting operations to a set of possible resource combinations. Thirteen models are examined by the two well‐known methods of concreting: (1) crane and bucket; and (2) the pump. Concreting into slabs, beams and columns are considered. The simulation software Micro‐CYCLONE is used for the actual generation of models. Sensitivity parameters considered in resource combinations include the number of truck‐mixers, buckets and labourers in concrete placing crews. The simulation models developed are compared and the results are discussed. The results enable planners to realize how the resource quantities and capacities in one cycle affect the ones in another period for cyclic operations like concreting. It can be concluded that the maximum number of resources, the interaction of work crews caused by work space limitations and the interaction of equipment because of sharing with other activities of the project may bring limitations.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.