This model simulates different farmers’ decisions and actions to adapt to the water scarce situation. This simulation helps to investigate how farmers’ strategies may impact macro-behavior of the social-ecological system i.e. overall groundwater use change and emigration of farmers. The environmental variables’ behavior and behavioral rules of stakeholders are captured with Fuzzy Cognitive Map (FCM) that is developed with both qualitative and quantitative data, i.e. stakeholders’ knowledge and empirical data from studies. This model have been used to compare the impact of different water scarcity policies on overall groundwater use in a farming community facing water scarcity.

The Garbage Can Model of Organizational Choice (GCM) is a fundamental model of organizational decision-making originally propossed by J.D. Cohen, J.G. March and J.P. Olsen in 1972. In their model, decisions are made out of random meetings of decision-makers, opportunities, solutions and problems within an organization.
With this model, these very same agents are supposed to meet in society at large where they make decisions according to GCM rules. Furthermore, under certain additional conditions decision-makers, opportunities, solutions and problems form stable organizations. In this artificial ecology organizations are born, grow and eventually vanish with time.

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 introduces individual bias to the model of exploration and exploitation, simulates knowledge diffusion within organizations, aiming to investigate the effect of individual bias and other related factors on organizational objectivity.

The model explores the impact of journal metrics (e.g., the notorious impact factor) on the perception that academics have of an article’s scientific value.

This is an agent-based model that captures the dynamic processes related to moving from an educational system where the school a student attends is based on assignment to a neighborhood school, to one that gives households more choice among existing and newly formed public schools.

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.

This model simulates a bank - firm credit network.

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.

This model studies the emergence and dynamics of generalized trust. It does so by modeling agents that engage in trust games and, based on their experience, slowly determine whether others are, in general, trustworthy.