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.

Prior to COVID-19, female academics accounted for 45% of assistant professors, 37% of associate professors, and 21% of full professors in business schools (Morgan et al., 2021). The pandemic arguably widened this gender gap, but little systemic data exists to quantify it. Our study set out to answer two questions: (1) How much will the COVID-19 pandemic have impacted the gender gap in U.S. business school tenured and tenure-track faculty? and (2) How much will institutional policies designed to help faculty members during the pandemic have affected this gender gap? We used agent-based modeling coupled with archival data to develop a simulation of the tenure process in business schools in the U.S. and tested how institutional interventions would affect this gender gap. Our simulations demonstrated that the gender gap in U.S. business schools was on track to close but would need further interventions to reach equality (50% females). In the long-term picture, COVID-19 had a small impact on the gender gap, as did dependent care assistance and tenure extensions (unless only women received tenure extensions). Changing performance evaluation methods to better value teaching and service activities and increasing the proportion of female new hires would help close the gender gap faster.

This is the final version of the model. To simulate the normative dynamics we used the EmIL (EMergence In the Loop) Framework which was kindly provided by Ulf Lotzmann. http://cfpm.org/EMIL-D5.1.pdf

The Hohokam Trade Networks Model focuses on key features of the Hohokam economy to explore how differences in trade network topologies may show up in the archaeological record. The model is set in the Phoenix Basin of central Arizona, AD 200-1450.

LUXE is a land-use change model featuring different levels of land market implementation. It integrates utility measures, budget constraints, competitive bidding, and market interactions to model land-use change in exurban environment.

ReMoTe-S is an agent-based model of the residential mobility of Swiss tenants. Its goal is to foster a holistic understanding of the reciprocal influence between households and dwellings and thereby inform a sustainable management of the housing stock. The model is based on assumptions derived from empirical research conducted with three housing providers in Switzerland and can be used mainly for two purposes: (i) the exploration of what if scenarios that target a reduction of the housing footprint while accounting for households’ preferences and needs; (ii) knowledge production in the field of residential mobility and more specifically on the role of housing functions as orchestrators of the relocation process.

Disparities in access to primary health care have led to health disadvantages among Latinos and other non-White racial groups. To better identify and understand which policies are most likely to improve health care for Latinos, we examined differences in access to primary care between Latinos with proficient English language skills and Latinos with limited English proficiency (LEP) and estimated the extent of access to primary care providers (PCPs) among Latinos in the U.S.

Within the archeological record for Bronze Age Chinese culture, there continues to be a gap in our understanding of the sudden rise of the Erlitou State from the previous late Longshan chiefdoms. In order to examine this period, I developed and used an agent-based model (ABM) to explore possible socio-politically relevant hypotheses for the gap between the demise of the late Longshan cultures and rise of the first state level society in East Asia. I tested land use strategy making and collective action in response to drought and flooding scenarios, the two plausible environmental hazards at that time. The model results show cases of emergent behavior where an increase in social complexity could have been experienced if a catastrophic event occurred while the population was sufficiently prepared for a different catastrophe, suggesting a plausible lead for future research into determining the life of the time period.

The ABM published here was originally developed in 2016 and its results published in the Proceedings of the 2017 Winter Simulation Conference.

The model represents a team intended at designing a methodology for Institutional Planning. Included in ICAART’14 to exemplify how emotions can be identified in SocLab; and in ESSA’14 to show the Efficiency of Organizational Withdrawal vs Commitment.

This is a model of organizational behavior in the hierarchy in which personnel decisions are made.
The idea of the model is that the hierarchy, busy with operations, is described by such characteristics as structure (number and interrelation of positions) and material, filling these positions (persons with their individual performance). A particular hierarchy is under certain external pressure (performance level requirement) and is characterized by the internal state of the material (the distribution of the perceptions of others over the ensemble of persons).
The World of the model is a four-level hierarchical structure, consisting of shuff positions of the top manager (zero level of the hierarchy), first-level managers who are subordinate to the top manager, second-level managers (subordinate to the first-level managers) and positions of employees (the third level of the hierarchy). ) subordinated to the second-level managers. Such a hierarchy is a tree, i.e. each position, with the exception of the position of top manager, has a single boss.
Agents in the model are persons occupying the specified positions, the number of persons is set by the slider (HumansQty). Personas have some operational performance (harisma, an unfortunate attribute name left over from the first edition of the model)) and a sense of other personas’ own perceptions. Performance values are distributed over the ensemble of persons according to the normal law with some mean value and variance.
The value of perception by agents of each other is positive or negative (implemented in the model as numerical values equal to +1 and -1). The distribution of perceptions over an ensemble of persons is implemented as a random variable specified by the probability of negative perception, the value of which is set by the control elements of the model interface. The numerical value of the probability equal to 0 corresponds to the case in which all persons positively perceive each other (the numerical value of the random variable is equal to 1, which corresponds to the positive perception of the other person by the individual).
The hierarchy is occupied with operational activity, the degree of intensity of which is set by the external parameter Difficulty. The level of productivity of each manager OAIndex is equal to the level of productivity of the department he leads and is the ratio of the sum of productivity of employees subordinate to the head to the level of complexity of the work Difficulty. An increase in the numerical value of Difficulty leads to a decrease in the OAIndex for all subdivisions of the hierarchy. The managerial meaning of the OAIndex indicator is the percentage of completion of the load specified for the hierarchy as a whole, i.e. the ratio of the actual performance of the structural subdivisions of the hierarchy to the required performance, the level of which is specified by the value of the Difficulty parameter.
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