Results of hypothesis test.

Virtual Reality Development Centres (VRDCs) represent a recent extension of Assessment Center (AC) methodology, yet empirical evidence on their validity and their relationship to established evaluation systems remains limited. This study addresses this gap by examining how VRDC assessments—grounded in immersive, real-time behavioral observation—converge with traditional 270-degree evaluations and self-assessments across five managerial competencies. Using a sample of 64 mid-level managers who completed 16 VRDC sessions and parallel 270-degree evaluations, we tested three hypotheses concerning convergent validity and unique diagnostic value. VRDC demonstrated strong inter-rater reliability (rwg = .82–.95; ICC(2) =.76–.92) and showed significant alignment with 270-degree ratings for managing people and tasks, goal orientation, and change management, but not for decision-making or cooperation. Self-assessments correlated with VRDC only for cooperation, and negatively for managing people and tasks, revealing consistent self-perception biases. Across all competencies, VRDC provided diagnostic insights not captured by self-report, supporting its added theoretical value. The findings contribute to theory by clarifying the distinct construct domains captured by immersive behavioral simulations versus retrospective, perception-based evaluations. We argue that VRDC should be conceptualized not merely as a technological enhancement, but as a methodological bridge that integrates AC logic with multi-source frameworks. Practically, VRDC offers organizations a reliable and context-sensitive tool for assessing crisis-relevant competencies, complementing—but not replacing—traditional evaluation methods. The study advances the theoretical understanding of VR-based assessment and informs the development of multimethod competency assessment systems.

虚拟现实开发中心（Virtual Reality Development Centres, VRDCs）是评价中心（Assessment Center, AC）方法论近年来的延伸拓展，但目前针对其效度以及其与成熟评估体系间关联的实证研究仍较为有限。本研究针对这一研究空白展开探索，基于沉浸式、实时行为观察范式，考察VRDC评估在五项管理胜任力维度上，与传统270度评估及自我评估的聚合程度。本研究招募了64名完成16次VRDC测评场次以及并行270度评估的中层管理者作为样本，针对聚合效度与独特诊断价值提出三项假设并进行检验。VRDC评估展现出优异的评分者间信度（rwg = 0.82–0.95；组内相关系数ICC(2) = 0.76–0.92）；在人员与任务管理、目标导向及变革管理三项胜任力上，其评定结果与270度评估结果呈现显著一致性，但在决策制定与协作两项胜任力上未出现此类关联。自我评估仅在协作胜任力维度上与VRDC评估结果存在相关性，而在人员与任务管理维度上呈现负相关，这一结果揭示了普遍存在的自我感知偏差。在所有五项胜任力维度中，VRDC评估均能提供自我报告法无法捕捉的诊断性洞察，证实了其额外的理论价值。本研究的发现通过明确沉浸式行为模拟与回顾性、基于感知的评估所覆盖的不同构念领域，丰富了相关理论体系。本研究认为，不应仅将VRDC评估视为一项技术升级，而应将其视作整合评价中心逻辑与多源评估框架的方法论桥梁。从实践层面而言，VRDC评估可为组织提供一款可靠且贴合情境的危机相关胜任力评估工具，作为传统评估方法的补充而非替代方案。本研究深化了学界对虚拟现实评估的理论认知，并为多方法胜任力评估体系的开发提供了参考依据。