The purpose of this model is to explore the effects of different power structures on a cross-functional team’s prosocial decision making. Are certain power distributions more conducive to the team making prosocial decisions?

An agent-based model for the emigration of highly-skilled labour.

We hypothesise that there are two main factors that impact the decision and ability to move abroad: desire to maximise individual utility and network effects. Accordingly, several factors play role in brain drain such as the overall economic and social differences between the home and host countries, people’s ability and capacity to obtain good jobs and start a life abroad, the barriers of moving abroad, and people’s social network who are already working abroad.

The agent-based perspective allows insights on how behaviour of firms, guided by simple economic rules on the micro-level, is dynamically influenced by a complex environment in regard to the assumed relocation, decision-making hypotheses. Testing various variables sensitive to initial conditions, increased environmental regulations targeting global trade and upward shifting wage levels in formerly offshore production locations have shown to be driving and inhibiting mechanisms of this socio-technical system. The dynamic demonstrates a shift from predominantly cited economic reasoning for relocation strategies towards sustainability aspects, pressingly changing these realities on an environmental and social dimension. The popular debate is driven by increased environmental awareness and the proclaimed fear of robots killing jobs. In view of reshoring shaping the political agenda, interest in the phenomenon has recently been fuelled by the rise of populism and protectionism.

In the face of the COVID-19 pandemic, public health authorities around the world have experimented, in a short period of time, with various combinations of interventions at different scales. However, as the pandemic continues to progress, there is a growing need for tools and methodologies to quickly analyze the impact of these interventions and answer concrete questions regarding their effectiveness, range and temporality.

COMOKIT, the COVID-19 modeling kit, is such a tool. It is a computer model that allows intervention strategies to be explored in silico before their possible implementation phase. It can take into account important dimensions of policy actions, such as the heterogeneity of individual responses or the spatial aspect of containment strategies.

In COMOKIT, built using the agent-based modeling and simulation platform GAMA, the profiles, activities and interactions of people, person-to-person and environmental transmissions, individual clinical statuses, public health policies and interventions are explicitly represented and they all serve as a basis for describing the dynamics of the epidemic in a detailed and realistic representation of space.

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The Garbage Can Model of Organizational Choice (GCM) is a fundamental model of organizational decision-making originally propossed by J.D. Cohen, J.G. March and J.P. Olsen in 1972. In their model, decisions are made out of random meetings of decision-makers, opportunities, solutions and problems within an organization.
With this model, these very same agents are supposed to meet in society at large where they make decisions according to GCM rules. Furthermore, under certain additional conditions decision-makers, opportunities, solutions and problems form stable organizations. In this artificial ecology organizations are born, grow and eventually vanish with time.

The NIER model is intended to add qualitative variables of building owner types and peer group scales to existing energy efficiency retrofit adoption models. The model was developed through a combined methodology with qualitative research, which included interviews with key stakeholders in Cleveland, Ohio and Detroit and Grand Rapids, Michigan. The concepts that the NIER model adds to traditional economic feasibility studies of energy retrofit decision-making are differences in building owner types (reflecting strategies for managing buildings) and peer group scale (neighborhoods of various sizes and large-scale Districts). Insights from the NIER model include: large peer group comparisons can quickly raise the average energy efficiency values of Leader and Conformist building owner types, but leave Stigma-avoider owner types as unmotivated to retrofit; policy interventions such as upgrading buildings to energy-related codes at the point of sale can motivate retrofits among the lowest efficient buildings, which are predominantly represented by the Stigma-avoider type of owner; small neighborhood peer groups can successfully amplify normal retrofit incentives.

MIOvPOPsurveillance is set up to simulate harvest-based chronic wasting disease (CWD) surveillance of white-tailed deer (Odocoileus virginianus) populations in select Michigan Counties. New regions can be readily added, also the model can be readily adapted for other disease systems and used for informed-decision making during planning and implementation stages of disease surveillance in wildlife and free-ranging species.

In a two-level hierarchical structure (consisting of the positions of managers and operators), persons holding these positions have a certain performance and the value of their own (personal perception in this, simplified, version of the model) perception of each other. The value of the perception of each other by agents is defined as a random variable that has a normal distribution (distribution parameters are set by the control elements of the interface).
In the world of the model, which is the space of perceptions, agents implement two strategies: rapprochement with agents that perceive positively and distance from agents that perceive negatively (both can be implemented, one of these strategies, or neither, the other strategy, which makes the agent stationary). Strategies are implemented in relation to those agents that are in the radius of perception (PerRadius).
The manager (Head) forms a team of agents. The performance of the group (the sum of the individual productivities of subordinates, weighted by the distance from the leader) varies depending on the position of the agents in space and the values of their individual productivities. Individual productivities, in the current version of the model, are set as a random variable distributed evenly on a numerical segment from 0 to 100. The manager forms the team 1) from agents that are in (organizational) radius (Op_Radius), 2) among agents that the manager perceives positively and / or negatively (both can be implemented, one of the specified rules, or neither, which means the refusal of the command formation).
Agents can (with a certain probability, given by the variable PrbltyOfDecisn%), in case of a negative perception of the manager, leave his group permanently.
It is possible in the model to change on the fly radii values, update the perception value across the entire population and the perception of an individual agent by its neighbors within the perception radius, and the probability values for a subordinate to make a decision about leaving the group.
You can also change the set of strategies for moving agents and strategies for recruiting a team manager. It is possible to add a randomness factor to the movement of agents (Stoch_Motion_Speed, the default is set to 0, that is, there are no random movements).
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It is NetLogo reconstruction of the original FORTRAN code of the classical M. Cohen, J. March, and J. Olsen “garbage can model” (GCM or CMO) of collective decision-making.

The CHIME ABM explores information distribution networks and agents’ protective decision making in the context of hurricane landfall.