This is a model of plant communities in urban and suburban residential neighborhoods. These plant communities are of interest because they provide many benefits to human residents and also provide habitat for wildlife such as birds and pollinators. The model was designed to explore the social factors that create spatial patterns in biodiversity in yards and gardens. In particular, the model was originally developed to determine whether mimicry behaviors–-or neighbors copying each other’s yard design–-could produce observed spatial patterns in vegetation. Plant nurseries and socio-economic constraints were also added to the model as other potential sources of spatial patterns in plant communities.

The idea for the model was inspired by empirical patterns of spatial autocorrelation that have been observed in yard vegetation in Chicago, Illinois (USA), and other cities, where yards that are closer together are more similar than yards that are farther apart. The idea is further supported by literature that shows that people want their yards to fit into their neighborhood. Currently, the yard attribute of interest is the number of plant species, or species richness. Residents compare the richness of their yards to the richness of their neighbors’ yards. If a resident’s yard is too different from their neighbors, the resident will be unhappy and change their yard to make it more similar.

The model outputs information about the diversity and identity of plant species in each yard. This can be analyzed to look for spatial autocorrelation patterns in yard diversity and to explore relationships between mimicry behaviors, yard diversity, and larger scale diversity.

This NetLogo model simulates how coral reefs around the islands of Palau would develop under different emission scenarios and with selected adaptation strategies. Reef health is indicated by coral cover (%) and is affected by four major climate change impacts: increasing sea surface temperature, sea level rise, ocean acidification, and more intense typhoons. The model differentiates between inner and outer reefs, with the former naturally adapted to warmer, more acidic waters. The simulation includes bleaching events and possible recovery. In addition, the user can choose between different coral transplantation strategies as well as regulate natural thermal adaptation rates.

We provide a theory-grounded, socio-geographic agent-based model to present a possible explanation for human movement in the Adriatic region within the Cetina phenomenon.

Focusing on ideas of social capital theory from Piere Bordieu (1986), we implement agent mobility in an abstract geography based on cultural capital (prestige) and social capital (social position). Agents hold myopic representations of social (Schaff, 2016) and geographical networks and decide in a heuristic way on moving (and where) or staying.

The model is implemented in a fork of the Laboratory for Simulation Development (LSD), appended with GIS capabilities (Pereira et. al. 2020).

A curious aspect of the Covid-19 pandemic is the clustering of outbreaks. Evidence suggests that 80\% of people who contract the virus are infected by only 19% of infected individuals, and that the majority of infected individuals faile to infect another person. Thus, the dispersion of a contagion, $k$, may be of more use in understanding the spread of Covid-19 than the reproduction number, R0.

The Virus Transmission with Super-spreaders model, written in NetLogo, is an adaptation of the canonical Virus Transmission on a Network model and allows the exploration of various mitigation protocols such as testing and quarantines with both homogenous transmission and heterogenous transmission.

The model consists of a population of individuals arranged in a network, where both population and network degree are tunable. At the start of the simulation, a subset of the population is initially infected. As the model runs, infected individuals will infect neighboring susceptible individuals according to either homogenous or heterogenous transmission, where heterogenous transmission models super-spreaders. In this case, k is described as the percentage of super-spreaders in the population and the differing transmission rates for super-spreaders and non super-spreaders. Infected individuals either recover, at which point they become resistant to infection, or die. Testing regimes cause discovered infected individuals to quarantine for a period of time.

The western honey bee Apis mellifera is the most important pollinator in the world. The biggest threat to managed honey bees is the ectoparasitic mite Varroa destructor and the viruses DWV (Deformed Wing Virus) and APV (Acute Paralysis Virus) it transmits. Untreated honey bee colonies are expected to die within one to three years. This led to the development of strategies for beekeepers to control the Varroa mite in honey bee colonies and ensure the health and survival of their bee colonies, so called Good Beekeeping Practice. The aim of the extension of BEEHAVE was to represent the Good Beekeeping Practice of Varroa control in Germany. The relevant measures within the Varroa control strategies are drone brood removal as a Varroa trap and the treatment of bee colonies with organic acaricides (formic and oxalic acid) to kill the mites. This extension improves BEEHAVE and builds a bridge between beekeepers in practice and in the modelling world. It vastly contributes to the future use of BEEHAVE in beekeeping education in Germany.

The Agent-Based Model for Multiple Team Membership (ABMMTM) simulates design teams searching for viable design solutions, for a large design project that requires multiple design teams that are working simultaneously, under different organizational structures; specifically, the impact of multiple team membership (MTM). The key mechanism under study is how individual agent-level decision-making impacts macro-level project performance, specifically, wage cost. Each agent follows a stochastic learning approach, akin to simulated annealing or reinforcement learning, where they iteratively explore potential design solutions. The agent evaluates new solutions based on a random-walk exploration, accepting improvements while rejecting inferior designs. This iterative process simulates real-world problem-solving dynamics where designers refine solutions based on feedback.

As a proof-of-concept demonstration of assessing the macro-level effects of MTM in organizational design, we developed this agent-based simulation model which was used in a simulation experiment. The scenario is a system design project involving multiple interdependent teams of engineering designers. In this scenario, the required system design is split into three separate but interdependent systems, e.g., the design of a satellite could (trivially) be split into three components: power source, control system, and communication systems; each of three design team is in charge of a design of one of these components. A design team is responsible for ensuring its proposed component’s design meets the design requirement; they are not responsible for the design requirements of the other components. If the design of a given component does not affect the design requirements of the other components, we call this the uncoupled scenario; otherwise, it is a coupled scenario.

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.

This model has been created with and for the researcher-farmers of the Muonde Trust (http://www.muonde.org/), a registered Zimbabwean non-governmental organization dedicated to fostering indigenous innovation. Model behaviors and parameters (mashandiro nemisiyano nedzimwe model) derive from a combination of literature review and the collected datasets from Muonde’s long-term (over 30 years) community-based research. The goals of this model are three-fold (muzvikamu zvitatu):
A) To represent three components of a Zimbabwean agro-pastoral system (crops, woodland grazing area, and livestock) along with their key interactions and feedbacks and some of the human management decisions that may affect these components and their interactions.
B) To assess how climate variation (implemented in several different ways) and human management may affect the sustainability of the system as measured by the continued provisioning of crops, livestock, and woodland grazing area.
C) To provide a discussion tool for the community and local leaders to explore different management strategies for the agro-pastoral system (hwaro/nzira yekudyidzana kwavanhu, zvipfuo nezvirimwa), particularly in the face of climate change.

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.

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.