One of four extensions to the standard Adder model that replicates a common type of transition experiment.

This is one of four extensions to the standard Adder model that replicate the various interventions typical of transition experiments.

One of four extensions to the standard Adder model that replicates the various interventions typically associated with transition experiments.

The fourth and final extension to the standard Adder model to replicate the various interventions typically associated with Transition Experiments.

This is an urban dynamics ABM of abstraction of a city and residents’ activities there.

It allows you to evaluate the effects of urban policies, such as an introduction of an open facility for residents with pedestrian-friendly accommodations, promotion of bicycle use, and control of private automobile use in an urban central area, in controlling urban sprawl.

CREativity from a SYstems perspective, Model II.

The agent-based simulation is set to work on information that is either (a) functional, (b) pseudo-functional, (c) dysfunctional, or (d) irrelevant. The idea is that a judgment on whether information falls into one of the four categories is based on the agent and its network. In other words, it is the agents who interprets a particular information as being (a), (b), (c), or (d). It is a decision based on an exchange with co-workers. This makes the judgment a socially-grounded cognitive exercise. The uFUNK 1.0.2 Model is set on an organization where agent-employee work on agent-tasks.

On July 20th, James Holmes committed a mass shooting in a midnight showing of The Dark Knight Rises. The Aurora Colorado shooting was used as a test case to validate this framework for modeling mass shootings.

ABSAM model is an agent-based search and matching model of the local labor market. There are four types of agents in the economy, which cooperate in the artificial world, where behavioral rules were extracted from the labor market search theory.

IOP 2.1.2 is an agent-based simulation model designed to explore the relations between (1) employees, (2) tasks and (3) resources in an organizational setting. By comparing alternative cognitive strategies in the use of resources, employees face increasingly demanding waves of tasks that derive by challenges the organization face to adapt to a turbulent environment. The assumption tested by this model is that a successful organizational adaptation, called plastic, is necessarily tied to how employees handle pressure coming from existing and new tasks. By comparing alternative cognitive strategies, connected to ‘docility’ (Simon, 1993; Secchi, 2011) and ‘extended’ cognition (Clark, 2003, Secchi & Cowley, 2018), IOP 2.1.2 is an attempt to indicate which strategy is most suitable and under which scenario.