This is a simulation model of communication between two groups of managers in the course of project implementation. The “world” of the model is a space of interaction between project participants, each of which belongs either to a group of work performers or to a group of customers. Information about the progress of the project is publicly available and represents the deviation Earned value (EV) from the planned project value (cost baseline).
The key elements of the model are 1) persons belonging to a group of customers or performers, 2) agents that are communication acts. The life cycle of persons is equal to the time of the simulation experiment, the life cycle of the communication act is 3 periods of model time (for the convenience of visualizing behavior during the experiment). The communication act occurs at a specific point in the model space, the coordinates of which are realized as random variables. During the experiment, persons randomly move in the model space. The communication act involves persons belonging to a group of customers and a group of performers, remote from the place of the communication act at a distance not exceeding the value of the communication radius (MaxCommRadius), while at least one representative from each of the groups must participate in the communication act. If none are found, the communication act is not carried out. The number of potential communication acts per unit of model time is a parameter of the model (CommPerTick).

The managerial sense of the feedback is the stimulating effect of the positive value of the accumulated communication complexity (positive background of the project implementation) on the productivity of the performers. Provided there is favorable communication (“trust”, “mutual understanding”) between the customer and the contractor, it is more likely that project operations will be performed with less lag behind the plan or ahead of it.
The behavior of agents in the world of the model (change of coordinates, visualization of agents’ belonging to a specific communicative act at a given time, etc.) is not informative. Content data are obtained in the form of time series of accumulated communicative complexity, the deviation of the earned value from the planned value, average indicators characterizing communication - the total number of communicative acts and the average number of their participants, etc. These data are displayed on graphs during the simulation experiment.
The control elements of the model allow seven independent values to be varied, which, even with a minimum number of varied values (three: minimum, maximum, optimum), gives 3^7 = 2187 different variants of initial conditions. In this case, the statistical processing of the results requires repeated calculation of the model indicators for each grid node. Thus, the set of varied parameters and the range of their variation is determined by the logic of a particular study and represents a significant narrowing of the full set of initial conditions for which the model allows simulation experiments.
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This research aims to uncover the micro-mechanisms that drive the macro-level relationship between cultural tolerance and innovation. We focus on the indirect influence of minorities—specifically, workers with diverse domain expertise—within collaboration networks. We propose that minority influence from individuals with different expertise can serve as a key driver of organizational innovation, particularly in dynamic market environments, and that cultural tolerance is critical for enabling such minority-induced innovation. Our model demonstrates that seemingly conflicting empirical patterns between cultural tightness/looseness and innovation can emerge from the same underlying micro-mechanisms, depending on parameter values. A systematic simulation experiment revealed an optimal cultural configuration: a medium level of tolerance (t = 0.6) combined with low consistency (κ = 0.05) produced the fastest adaptation to abrupt market changes. These findings provide evidence that indirect minority influence is a core micro-mechanism linking cultural tolerance to innovation.

A model of innovation diffusion in a structured population with two groups who are averse to adopting a produce popular with the outgroup.

The targeted subsidies plan model is based on the economic concept of targeted subsidies.

The targeted subsidies plan model simulates the distribution of subsidies among households in a community over several years. The model assumes that the government allocates a fixed amount of money each year for the purpose of distributing cash subsidies to eligible households. The eligible households are identified by dividing families into 10 groups based on their income, property, and wealth. The subsidy is distributed to the first four groups, with the first group receiving the highest subsidy amount. The model simulates the impact of the subsidy distribution process on the income and property of households in the community over time.

The model simulates a community of 230 households, each with a household income and wealth that follows a power-law distribution. The number of household members is modeled by a normal distribution. The model allocates a fixed amount of money each year for the purpose of distributing cash subsidies among eligible households. The eligible households are identified by dividing families into 10 groups based on their income, property, and wealth. The subsidy is distributed to the first four groups, with the first group receiving the highest subsidy amount.
The model runs for a period of 10 years, with the subsidy distribution process occurring every month. The subsidy received by each household is assumed to be spent, and a small portion may be saved and added to the household’s property. At the end of each year, the grouping of households based on income and assets is redone, and a number of families may be moved from one group to another based on changes in their income and property.
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We reconstruct Cohen, March and Olsen’s Garbage Can model of organizational choice as an agent-based model. We add another means for avoiding making decisions: buck-passing difficult problems to colleagues.

The Garbage Can Model of Organizational Choice is a fundamental model of organizational decision-making originally proposed by J.D. Cohen, J.G. March and J.P. Olsen in 1972. In the 2000s, G. Fioretti and A. Lomi presented a NetLogo agent-based interpretation of this model. This code is the NetLogo 6.1.1 updated version of the Fioretti-Lomi model.

InformalCity, a spatially explicit agent-based model, simulates an artificial city and allows for testing configurations of urban upgrading schemes in informal settlements.

The aim of this model is to explore and understand the factors driving adoption of treatment strategies for ecological disturbances, considering payoff signals, learning strategies and social-ecological network structure

We present a network agent-based model of ethnocentrism and intergroup cooperation in which agents from two groups (majority and minority) change their communality (feeling of group solidarity), cooperation strategy and social ties, depending on a barrier of “likeness” (affinity). Our purpose was to study the model’s capability for describing how the mechanisms of preexisting markers (or “tags”) that can work as cues for inducing in-group bias, imitation, and reaction to non-cooperating agents, lead to ethnocentrism or intergroup cooperation and influence the formation of the network of mixed ties between agents of different groups. We explored the model’s behavior via four experiments in which we studied the combined effects of “likeness,” relative size of the minority group, degree of connectivity of the social network, game difficulty (strength) and relative frequencies of strategy revision and structural adaptation. The parameters that have a stronger influence on the emerging dominant strategies and the formation of mixed ties in the social network are the group-tag barrier, the frequency with which agents react to adverse partners, and the game difficulty. The relative size of the minority group also plays a role in increasing the percentage of mixed ties in the social network. This is consistent with the intergroup ties being dependent on the “arena” of contact (with progressively stronger barriers from e.g. workmates to close relatives), and with measures that hinder intergroup contact also hindering mutual cooperation.

This purpose of this model is to understand how the coupled demographic dynamics of herds and households constrain the growth of livestock populations in pastoral systems.