This model examines language dynamics within a social network using simulation techniques to represent the interplay of language adoption, social influence, economic incentives, and language policies. The agent-based model (ABM) focuses on interactions between agents endowed with specific linguistic attributes, who engage in communication based on predefined rules. A key feature of our model is the incorporation of network analysis, structuring agent relationships as a dynamic network and leveraging network metrics to capture the evolving inter-agent connections over time. This integrative approach provides nuanced insights into emergent behaviors and system dynamics, offering an analytical framework that extends beyond traditional modeling approaches. By combining agent-based modeling with network analysis, the model sheds light on the underlying mechanisms governing complex language systems and can be effectively paired with sociolinguistic observational data.

This model was design to test parameters that affects the number of people shot during mass shooting. This basic formulation places a gunman in a crowd and allows the users to manipulate parameters of the gunman.

Using chains of replicas of Atwood’s Machine, this model explores implications of the Maximum Power Principle. It is one of a series of models exploring the dynamics of sustainable economics – PSoup, ModEco, EiLab, OamLab, MppLab, TpLab, EiLab.

Using webs of replicas of Atwood’s Machine, we explore implications of the Maximum Power Principle. This is one of a series of models exploring the dynamics of sustainable economics – PSoup, ModEco, EiLab, OamLab, MppLab, TpLab, CmLab.

This simulation model is to simulate the emergence of technological innovation processes from the hypercycles perspective.

CEDSS is an agent-based model of domestic energy demand at the level of a small community.

The simulation model LAMDA investigates the influences of varying cognitive abilities of the decision maker on the truth-inducing effect of the Groves mechanism. Bounded rationality concepts are represented by information states and learning models.

This ABM deals with commuting choices in the Italian city of Varese. Empirical data inform agents’ attitudes and modal choices costs and emissions. We evaluate ex ante the impact of policies for less polluting commuting choices.

The agent-based model captures the spatio-temporal institutional dynamics of the economy over the years at the level of a Dutch province. After 1945, Noord-Brabant in the Netherlands has been subject to an active program of economic development through the stimulation of pig husbandry. This has had far-reaching effects on its economy, landscape, and environment. The agents are households. The simulation is at institutional level, with typical stakeholder groups, lobbies, and political parties playing a role in determining policies that in turn determine economic, spatial and ecological outcomes. It allows to experiment with alternative scenarios based on two political dimensions: local versus global issues, and economic versus social responsibilitypriorities. The model shows very strong sensitivity to political context. It can serve as a reference model for other cases where “artificial institutional economics” is attempted.

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.