DIAL is a model of group dynamics and opinion dynamics. It features dialogues, in which agents put their reputation at stake. Intra-group radicalisation of opinions appears to be an emergent phenomenon.

This model is represents an effort to replicate one of the first attempts (van der Vaart 2006) to develop an agent based model of agricultural origins using principles and equations drawn from human behavioral ecology. We have taken one theory of habitat choice (Ideal Free Distribution) and applied it to human behavioral adaptations to differences in resource quality of different habitats.

This model implements a coupled opinion-mobility agent-based framework in NetLogo, extending Attraction-Repulsion Model (ARM) dynamics with endogenous migration in continuous 2D space.

Each agent has an opinion s in [0,1] and a spatial position (x,y). Agents interact locally within an interaction radius, with exposure-controlled interaction probability. Opinion updates follow ARM rules: attraction for small opinion distance and repulsion for large distance (tolerance threshold T). After social interaction, agents move according to a social-force mechanism that balances attraction to similar neighbors and avoidance of dissimilar neighbors, controlled by orientation bias (approaching goods vs leaving bads). The model also includes an optional exposure-mobility coupling setting.

Main outputs include polarization (P), spatial assortativity (Moran’s I), mixed-neighbor fraction (f_mix), and good-component count (N_g). The model is designed to study phase behavior of polarization and segregation under mobility and tolerance heterogeneity.

…

This model aims to explore how gambling-like behavior can emerge in loot box spending within gaming communities. A loot box is a purchasable mystery box that randomly awards the player a series of in-game items. Since the contents of the box are largely up to chance, many players can fall into a compulsion loop of purchasing, as the fear of missing out and belief in the gambler’s fallacy allow one to rationalize repeated purchases, especially when one compares their own luck to others. To simulate this behavior, this model generates players in different network structures to observe how factors such as network connectivity, a player’s internal decision making strategy, or even common manipulations games use these days may influence a player’s transactions.

To investigate the potential of using Social Psychology Theory in ABMs of natural resource use and show proof of concept, we present an exemplary agent-based modelling framework that explicitly represents multiple and hierarchical agent self-concepts

STiMUS (Stigmergic–Mutualistic IMOI Model) is an agent-based model of teamwork in socio-technical systems where contributors collaborate through shared digital artefacts — wiki pages, code files, issue tickets, project cards, Scratch projects — represented as patches in a NetLogo world. The model integrates two coordination mechanisms. Stigmergy is indirect coordination through traces left in a shared environment: each edit deposits a pheromone that diffuses to neighbouring patches and evaporates over time, so recent activity attracts further contributions. Mutualism is a reciprocal benefit loop in which valuable, well-maintained artefacts raise contributor motivation and shared understanding, while motivated contributors improve artefacts.

Contributors (turtles of the contributor breed) carry individual state: skill, motivation, shared-mental-model, specialty, benefit-gain, and an explicit-mode flag. At each tick every contributor selects a target artefact with an ant-colony-optimization-style rule weighing the artefact’s pheromone, incompleteness (1 - completeness), resource-value, and topic match between specialty and the artefact’s topic-tag; with probability p-explicit it instead takes the patch with the highest maintenance-need, modelling explicit task assignment. Each edit increases pheromone, quality, completeness and reuse-count, raises resource-value, lowers maintenance-need, and appends the editor to the artefact’s edit-authors list. When the previous last-editor-id differs from the current editor, the Edit Succession Ratio rises, the editor’s shared-mental-model grows, and a co-editing link is created — operationalising the idea that repeated cross-author succession on the same artefact builds shared understanding. Contributors’ motivation is updated from the benefit drawn from the visited artefact.

Each patch maintains a stigmergic layer (pheromone, quality, completeness, recentness, last-editor-id, edit-count, edit-authors) and a mutualistic layer (resource-value, reuse-count, maintenance-need, topic-tag), plus task flags (is-task?, task-complexity). Global monitors report the Edit Succession Ratio (ESR = cross-author-edits / total-edits, and an alternative esr-value = share of edited patches with more than one distinct author), mean-quality, mean-resource-value, a mutualism-index averaging contributor benefit and resource value, coediting-density (network density of the co-editing graph), active-pages-share, and task-completion-rate. The model logs every edit as a bipartite edge (tick, author_id, pageid, specialty, topic_tag, quality), exportable to CSV.

…

This model has been developed together with the publication ‘Modelling Value Change - An Exploratory Approach’

Value change and moral change have increasingly become topics of interest in the philosophical literature. Several theoretical accounts have been proposed. Such accounts are usually based on certain theoretical and conceptual assumptions and their strengths and weaknesses are often hard to determine and compare, also because they are based on limited empirical evidence.

We propose that a step forward can be made with the help of agent-based modelling (ABM). ABM can be used to investigate whether a simulation model based on a specific account of value change can reproduce relevant phenomena. To illustrate this approach, we built a model based on the pragmatist account of value change proposed in van de Poel and Kudina (2022). We show that this model can reproduce four relevant phenomena, namely 1) the inevitability and stability of values, 2) how different societies may react differently to external shocks, 3) moral revolutions, and 4) lock-in.

This model aims at creating agent populations that have “personalities”, as described by the Big Five Model of Personality. The expression of the Big Five in the agent population has the following properties, so that they resemble real life populations as closely as possible:
-The population mean of each trait is 0.5 on a scale from 0 to 1.
-The population-wide distribution of each trait approximates a normal distribution.
-The intercorrelations of the Big Five are close to those observed in the Literature.

The literature used to fit the model was a publication by Dimitri van der Linden, Jan te Nijenhuis, and Arnold B. Bakker:
…

Given the importance of experiencing fulfilling and productive workdays, scholars have focused on ways to boost employees’ daily engagement and performance, suggesting this may be accomplished by increasing meaningfulness of their work tasks. However, an alternative approach may be needed in multifaceted work contexts where employees need to complete sets of varied tasks each day, including tasks that lack meaningfulness. To address this issue, we integrate the workday design perspective with research on residual engagement to examine implications of strategically sequencing tasks in terms of their meaningfulness. We theorize that because of a process we refer to as engagement cascade, performing the day’s most highly meaningful tasks earlier and in a concentrated manner will tend to produce higher levels of daily engagement relative to sequences in which the most highly meaningful tasks occur later or are disbursed. We use agent-based modeling to formalize the engagement cascade process and generate specific predictions regarding how daily engagement is impacted by different task meaningfulness sequences. Findings from an intensive longitudinal design study with NASA and ROSCOSMOS crew members (Study 1), an experience sampling field experiment with full-time employees (Study 2), and two controlled laboratory experiments with undergraduates (Study 3 and Supplement to Study 3) provide support for our hypotheses. Specifically, the decreasing task meaningfulness sequence engendered higher levels of daily engagement, and in turn, daily performance, relative to increasing, inverted U-shaped, and U-shaped sequences.

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).
…