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The practice of teaching strategic management using management games is growing throughout the world. Games are used to assist in teaching students to integrate the functional areas of business and to provide a working knowledge of the strategic management process. Games also provide valuable experience in team skill development. Because more, not less, skill is required to teach a game-oriented course than to teach a lecture- or case-oriented strategy course, the tactics chosen by an instructor are critical to success.

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This article describes seven currently available management games commonly used in the strategic management course within colleges and universities. The games reviewed have had sustained use through several editions. All are now scored by a microcomputer and use up-to-date computer technology. Five tables are included summarizing the dimensions of the games reviewed. The tables summarize for the seven games the factors categorized as the external environment and industry factors, marketing variables, production variables, and financial variables. Variables included by all of the seven games are first reviewed in each table, then unique variables are itemized for each game. This review suggests that management games are becoming much more robust and much more strategic since the review of games in this journal in 1987.

This study extends and updates a review published in the Academy of Management Review in 1984. First the external forces that have shaped Japanese management practices are reviewed. Next a description of the practices that have traditionally been viewed as Japanese management practices is presented. This section includes a discussion of overlapping Japanese organizations, long term planning horizons, decision making and control, just-in-time manufacturing, TQC, QCs and continuous improvement, aggressive R&D, lifetime employment, generalists career paths, company unions, and women as temporaries and support groups. The last section, focusing on the future of Japanese management, critiques the effectiveness of Japanese management practices, reviews the changes taking place in Japanese management, presents a model which conceptualizes theJapanese management system of the future, and identtj?es eleven propositions describing projected changes in this system. Finally, the problems inherent in the research reviewed are summarized and some needs for future research are discussed.