Background. The abstraction of complex systems, which is required by default when modelling gaming simulations, is a convoluted and time-consuming process. For gaming simulations to be efficient and effective, the problem of the real system they imitate needs to be narrowed down and simplified as much as possible. Additionally, even after abstraction of the real system, multiple design decisions need to be made and these may differ depending on the gaming simulation. Aim. This article proposes a framework for formalizing, and consequently standardizing, expediting and simplifying, the modelling of gaming simulations. Method. The proposed framework applies game concepts pertaining to game theory in the abstraction of the real system and the game design decisions. Results. Application of the framework in three case studies reveals several advantages of incorporating game theory into game design, such as formally defining the game design elements and identifying the worst-case scenarios in the real-systems, to name but two. Conclusions. Given the framework’s advantages in general, and the game design recommendations it offers in particular, it is safe to conclude that, for the cases presented in this article, the framework make positive contributions towards the development of gaming simulations.

Decision-making on changes to large infrastructural systems is complex. It involves many actors, the system shows unpredictable behaviour and the environment in which decision-making takes place is dynamic. In a unique development case of the Dutch railway sector two decision-making processes regarding the same issue are performed in two consecutive years. Although, from a technical perspective, the elements of the processes are similar, the decisions in each year are different. In this paper, we use game concepts to explain the different outcomes. Other frequently adopted decision-based models that focus on the technical perspective do not distinguish between both processes. Game concepts are able to reveal the hidden actor and context dynamics of the process and provide action perspective. To identify the game concepts present in the decision-making process, we first consider whether these concepts are mentioned in interviews with decision-makers in our case. Thereafter, we interpret the processes using the identified game concepts. The fact that, in the second year, more external issues are discussed and pressure increased created room for another decision.