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.

The code for the paper “Social norms and the dominance of Low-doers”

An ABM to simulate the behaviour of households within a village and observe the emerging properties of the system in terms of food security. The model quantifies food availability, access, utilisation and stability.

Multi-layer network agent-based model of the progression of the COVID19 infection, digital contact tracing

Amidst the global trend of increasing market concentration, this paper examines the role of finance
in shaping it. Using Agent-Based Modeling (ABM), we analyze the impact of financial policies on market concentration
and its closely related variables: economic growth and labor income share. We extend the Keynes
meets Schumpeter (K+S) model by incorporating two critical assumptions that influence market concentration.
Policy experiments are conducted with a model validated against historical trends in South Korea. For policy
variables, the Debt-to-Sales Ratio (DSR) limit and interest rate are used as levers to regulate the quantity and
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Simulation to replicate and extend an analytical model (Konrad & Skaperdas, 2010) of the provision of security as a collective good. We simulate bandits preying upon peasants in an anarchy condition.

This NetLogo model is an implementation of the mostly verbal (and graphic) model in Jarret Walker’s Human Transit: How Clearer Thinking about Public Transit Can Enrich Our Communities and Our Lives (2011). Walker’s discussion is in the chapter “Connections or Complexity?”. See especially figure 12-2, which is on page 151.

In “Connections or Complexity?”, Walker frames the matter as involving a choice between two conflicting goals. The first goal is to minimize connections, the need to make transfers, in a transit system. People naturally prefer direct routes. The second goal is to minimize complexity. Why? Well, read the chapter, but as a general proposition we want to avoid unnecessary complexity with its attendant operating characteristics (confusing route plans in the case of transit) and management and maintenance challenges. With complexity general comes degraded robustness and resilience.

How do we, how can we, choose between these conflicting goals? The grand suggestion here is that we only choose indirectly, implicitly. In the present example of connections versus complexity we model various alternatives and compare them on measures of performance (MoP) other than complexity or connections per se. The suggestion is that connections and complexity are indicators of, heuristics for, other MoPs that are more fundamental, such as cost, robustness, energy use, etc., and it is these that we at bottom care most about. (Alternatively, and not inconsistently, we can view connections and complexity as two of many MoPs, with the larger issue to be resolve in light of many MoPs, including but not limited to complexity and connections.) We employ modeling to get a handle on these MoPs. Typically, there will be several, taking us thus to a multiple criteria decision making (MCDM) situation. That’s the big picture.

Due to the role of education in promoting social status and facilitating upward social mobility, individuals and their families spare no effort to pursue better educational opportunities, especially in countries where education is highly competitive.

In China, the enrollment of senior high schools and universities mainly follows a ranking system based on students’ scores in national entrance exams (Zhongkao and Gaokao). Typically, students with higher scores have priority in choosing schools and endeavor to get into better senior high schools to increase their chances of entering a prestigious university.

However, students can only select “better” senior high schools based on their average Gaokao grades, which are strongly influenced by the initial performance (Zhongkao grades) of enrolled students. The true quality indicator of school education (schooling effect, defined as the grade improvement achieved through education at the senior high school) is unknowable. This raises the first question: will school rankings reflect the real educational quality of schools over decades of educational competition, or merely the initial quality of the students they enroll?

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This is an agent-based model of peer review built on the following three entities: papers, scientists and conferences. The model has been implemented on a BDI platform (Jason) that allows to perform both parameter and mechanism exploration.

The Agent-Based Model for Multiple Team Membership (ABMMTM) simulates design teams searching for viable design solutions, for a large design project that requires multiple design teams that are working simultaneously, under different organizational structures; specifically, the impact of multiple team membership (MTM). The key mechanism under study is how individual agent-level decision-making impacts macro-level project performance, specifically, wage cost. Each agent follows a stochastic learning approach, akin to simulated annealing or reinforcement learning, where they iteratively explore potential design solutions. The agent evaluates new solutions based on a random-walk exploration, accepting improvements while rejecting inferior designs. This iterative process simulates real-world problem-solving dynamics where designers refine solutions based on feedback.

As a proof-of-concept demonstration of assessing the macro-level effects of MTM in organizational design, we developed this agent-based simulation model which was used in a simulation experiment. The scenario is a system design project involving multiple interdependent teams of engineering designers. In this scenario, the required system design is split into three separate but interdependent systems, e.g., the design of a satellite could (trivially) be split into three components: power source, control system, and communication systems; each of three design team is in charge of a design of one of these components. A design team is responsible for ensuring its proposed component’s design meets the design requirement; they are not responsible for the design requirements of the other components. If the design of a given component does not affect the design requirements of the other components, we call this the uncoupled scenario; otherwise, it is a coupled scenario.