This ABM simulates problem solving agents as they work on a set of tasks. Each agent has a trait vector describing their skills. Two agents might form a collaboration if their traits are similar enough. Tasks are defined by a component vector. Agents work on tasks by decreasing tasks’ component vectors towards zero.

The simulation generates agents with given intrapersonal functional diversity (IFD), and dominant function diversity (DFD), and a set of random tasks and evaluates how agents’ traits influence their level of communication and the performance of a team of agents.

Modeling results highlight the importance of the distributions of agents’ properties forming a team, and suggests that for a thorough description of management teams, not only diversity measures based on individual agents, but an aggregate measure is also required.

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Presented here is a socioeconomic agent-based model (ABM) to examine the Hollywood labor system as a network within a simulated movie labor market based on preferential attachment and compare the findings with 50 co-production ego networks during the 2015 movie year. Using the ABM, I test the role slight individual preference for racial and ethnic similarity within one’s own network at the microlevel and find that it is insufficient to explain the phenomena of racial and ethnic underrepresentation at the macrolevel. The ABM also includes the ability to test alternative explanations, such as overt opportunity loss as a possible explanation.

Implementation of Milbrath’s (1965) model of political participation. Individual participation is determined by stimuli from the political environment, interpersonal interaction, as well as individual characteristics.

This is an extended replication of Abelson’s and Bernstein’s early computer simulation model of community referendum controversies which was originally published in 1963 and often cited, but seldom analysed in detail. This replication is in NetLogo 6.3.0, accompanied with an ODD+D protocol and class and sequence diagrams.

This replication replaces the original scales for attitude position and interest in the referendum issue which were distributed between 0 and 1 with values that are initialised according to a normal distribution with mean 0 and variance 1 to make simulation results easier compatible with scales derived from empirical data collected in surveys such as the European Value Study which often are derived via factor analysis or principal component analysis from the answers to sets of questions.

Another difference is that this model is not only run for Abelson’s and Bernstein’s ten week referendum campaign but for an arbitrary time in order that one can find out whether the distributions of attitude position and interest in the (still one-dimensional) issue stabilise in the long run.

ThomondSim is a simulation of the political and economic landscape of the medieval kingdom of Thomond, southwestern Ireland, between 1276 and 1318.

Its goal is to analyze how deteriorating environmental and economic conditions caused by the Little Ice Age (LIA), the Great European Famine of 1315-1322, and wars between England and Scotland affected the outcomes of a local war involving Gaelic and English aristocratic lineages.
This ABM attempts to model both the effects of devastation on the human environment and the modus operandi of late-medieval war and diplomacy.

The model is the digital counterpart of the science discovery board game The Triumphs of Turlough. Its procedures closely correspond to the game’s mechanics, to the point that ToT can be considered an interactive, analog version of this ABM.

We present a socio-epistemic model of science inspired by the existing literature on opinion dynamics. In this model, we embed the agents (or scientists) into social networks - e.g., we link those who work in the same institutions. And we place them into a regular lattice - each representing a unique mental model. Thus, the global environment describes networks of concepts connected based on their similarity. For instance, we may interpret the neighbor lattices as two equivalent models, except one does not include a causal path between two variables.

Agents interact with one another and move across the epistemic lattices. In other words, we allow the agents to explore or travel across the mental models. However, we constrain their movements based on absorptive capacity and cognitive coherence. Namely, in each round, an agent picks a focal point - e.g., one of their colleagues - and will move towards it. But the agents’ ability to move and speed depends on how far apart they are from the focal point - and if their new position is cognitive/logic consistent.

Therefore, we propose an analytical model that examines the connection between agents’ accumulated knowledge, social learning, and the span of attitudes towards mental models in an artificial society. While we rely on the example from the General Theory of Relativity renaissance, our goal is to observe what determines the creation and diffusion of mental models. We offer quantitative and inductive research, which collects data from an artificial environment to elaborate generalized theories about the evolution of science.

This model system aims to simulate the whole process of task allocation, task execution and evaluation in the team system through a feasible method. On the basis of Complex Adaptive Systems (CAS) theory and Agent-based Modelling (ABM) technologies and tools, this simulation system attempts to abstract real-world teams into MAS models. The author designs various task allocation strategies according to different perspectives, and the interaction among members is concerned during the task-performing process. Additionally, knowledge can be acquired by such an interaction process if members encounter tasks they cannot handle directly. An artificial computational team is constructed through ABM in this simulation system, to replace real teams and carry out computational experiments. In all, this model system has great potential for studying team dynamics, and model explorers are encouraged to expand on this to develop richer models for research.

This version 2.1.0 of the uFunk model is about setting a business strategy (the S in the name) for an organization. A team of managers (or executives) meet and discuss various options on the strategy for the firm. There are three aspects that they have to agree on to set the strategic positioning of the organization.
The discussion is on market, stakeholders, and resources. The team (it could be a business strategy task force) considers various aspects of these three elements. The resources they use to develop the discussion can come from a traditional approach to strategy or from non-traditional means (e.g., so-called serious play, creativity and imagination techniques).
The S-uFunk 2.1.0 Model wants to understand to which extent cognitive means triggered by traditional and non-traditional resources affect the making of the strategy process.

This model has been created with and for the researcher-farmers of the Muonde Trust (http://www.muonde.org/), a registered Zimbabwean non-governmental organization dedicated to fostering indigenous innovation. Model behaviors and parameters (mashandiro nemisiyano nedzimwe model) derive from a combination of literature review and the collected datasets from Muonde’s long-term (over 30 years) community-based research. The goals of this model are three-fold (muzvikamu zvitatu):
A) To represent three components of a Zimbabwean agro-pastoral system (crops, woodland grazing area, and livestock) along with their key interactions and feedbacks and some of the human management decisions that may affect these components and their interactions.
B) To assess how climate variation (implemented in several different ways) and human management may affect the sustainability of the system as measured by the continued provisioning of crops, livestock, and woodland grazing area.
C) To provide a discussion tool for the community and local leaders to explore different management strategies for the agro-pastoral system (hwaro/nzira yekudyidzana kwavanhu, zvipfuo nezvirimwa), particularly in the face of climate change.

Organizations are complex systems comprised of many dynamic and evolving interaction patterns among individuals and groups. Understanding these interactions and how patterns, such as informal structures and knowledge sharing behavior, emerge are crucial to creating effective and efficient organizations. To explore such organizational dynamics, the agent-based model integrates a cognitive model, dynamic social networks, and a physical environment.