Load shedding enjoys increasing popularity as a way to reduce power consumption in buildings during hours of peak demand on the electricity grid. This practice has well known cost saving and reliability benefits for the grid, and the contracts utilities sign with their “interruptible” customers often pass on substantial electricity cost savings to participants. Less well-studied are the impacts of load shedding on building occupants, hence this study investigates those impacts on occupant comfort and adaptive behaviors. It documents experience in two office buildings located near Philadelphia (USA) that vary in terms of controllability and the set of adaptive actions available to occupants. An agent-based model (ABM) framework generalizes the case-study insights in a “what-if” format to support operational decision making by building managers and tenants. The framework, implemented in EnergyPlus and NetLogo, simulates occupants that have heterogeneous
thermal and lighting preferences. The simulated occupants pursue local adaptive actions such as adjusting clothing or using portable fans when central building controls are not responsive, and experience organizational constraints, including a corporate dress code and miscommunication with building managers. The model predicts occupant decisions to act fairly well but has limited ability to predict which specific adaptive actions occupants will select.

Industrial location theory has not emphasized environmental concerns, and research on industrial symbiosis has not emphasized workforce housing concerns. This article brings jobs, housing, and environmental considerations together in an agent-based model of industrial
and household location. It shows that four classic outcomes emerge from the interplay of a relatively small number of explanatory factors: the isolated enterprise with commuters; the company town; the economic agglomeration; and the balanced city.

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.

In an associated paper which focuses on analyzing the structure of several egocentric networks of collective awareness platforms for sustainable innovation (CAPS), this model is developed. It answers the question whether the network structure is determinative for the sustainability of the created awareness. Based on a thorough literature review a model is developed to explain and operationalize the concept of sustainability of a social network in terms of importance, effectiveness and robustness. By developing this agent-based model, the expected outcomes after the dissolution of the CAPS are predicted and compared with the results of a network with the same participants but with different ties. Twitter data from different CAPS is collected and used to feed the simulation. The results show that the structure of the network is of key importance for its sustainability. With this knowledge and the ability to simulate the results after network changes have taken place, CAPS can assess the sustainability of their legacy and actively steer towards a longer lasting potential for social innovation. The retrieved knowledge urges organizations like the European Commission to adopt a more blended approach focusing not only on solving societal issues but on building a community to sustain the initiated development.

The agent based model presented here is an explicit instantiation of the Two-Factor Theory (Herzberg et al., 1959) of worker satisfaction and dissatisfaction. By utilizing agent-based modeling, it allows users to test the empirically found variations on the Two-Factor Theory to test its application to specific industries or organizations.

Iasiello, C., Crooks, A.T. and Wittman, S. (2020), The Human Resource Management Parameter Experimentation Tool, 2020 International Conference on Social Computing, Behavioral-Cultural Modeling & Prediction and Behavior Representation in Modeling and Simulation, Washington DC.

The Garbage Can Model of Organizational Choice is a fundamental model of organizational decision-making originally proposed by J.D. Cohen, J.G. March and J.P. Olsen in 1972. In the 2000s, G. Fioretti and A. Lomi presented a NetLogo agent-based interpretation of this model. This code is the NetLogo 6.1.1 updated version of the Fioretti-Lomi model.

The Multilevel Group Selection I (MGS I) model simulates a population of contributing and non-contributing agents, competing on a social landscape for higher-value spots in an effort to withstand some selection pressure. It may be useful to both scientists and students in hypothesis testing, theory development, or more generally in understanding multilevel group selection.

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.

The NIER model is intended to add qualitative variables of building owner types and peer group scales to existing energy efficiency retrofit adoption models. The model was developed through a combined methodology with qualitative research, which included interviews with key stakeholders in Cleveland, Ohio and Detroit and Grand Rapids, Michigan. The concepts that the NIER model adds to traditional economic feasibility studies of energy retrofit decision-making are differences in building owner types (reflecting strategies for managing buildings) and peer group scale (neighborhoods of various sizes and large-scale Districts). Insights from the NIER model include: large peer group comparisons can quickly raise the average energy efficiency values of Leader and Conformist building owner types, but leave Stigma-avoider owner types as unmotivated to retrofit; policy interventions such as upgrading buildings to energy-related codes at the point of sale can motivate retrofits among the lowest efficient buildings, which are predominantly represented by the Stigma-avoider type of owner; small neighborhood peer groups can successfully amplify normal retrofit incentives.

AncientS-ABM is an agent-based model for simulating and evaluating the potential social organization of an artificial past society, configured by available archaeological data. Unlike most existing agent-based models used in archaeology, our ABM framework includes completely autonomous, utility-based agents. It also incorporates different social organization paradigms, different decision-making processes, and also different cultivation technologies used in ancient societies. Equipped with such paradigms, the model allows us to explore the transition from a simple to a more complex society by focusing on the historical social dynamics; and to assess the influence of social organization on agents’ population growth, agent community numbers, sizes and distribution.

AncientS-ABM also blends ideas from evolutionary game theory with multi-agent systems’ self-organization. We model the evolution of social behaviours in a population of strategically interacting agents in repeated games where they exchange resources (utility) with others. The results of the games contribute to both the continuous re-organization of the social structure, and the progressive adoption of the most successful agent strategies. Agent population is not fixed, but fluctuates over time, while agents in stage games also receive non-static payoffs, in contrast to most games studied in the literature. To tackle this, we defined a novel formulation of the evolutionary dynamics via assessing agents’ rather than strategies’ fitness.

As a case study, we employ AncientS-ABM to evaluate the impact of the implemented social organization paradigms on an artificial Bronze Age “Minoan” society, located at different geographical parts of the island of Crete, Greece. Model parameter choices are based on archaeological evidence and studies, but are not biased towards any specific assumption. Results over a number of different simulation scenarios demonstrate better sustainability for settlements consisting of and adopting a socio-economic organization model based on self-organization, where a “heterarchical” social structure emerges. Results also demonstrate that successful agent societies adopt an evolutionary approach where cooperation is an emergent strategic behaviour. In simulation scenarios where the natural disaster module was enabled, we observe noticeable changes in the settlements’ distribution, relating to significantly higher migration rates immediately after the modeled Theran eruption. In addition, the initially cooperative behaviour is transformed to a non-cooperative one, thus providing support for archaeological theories suggesting that the volcanic eruption led to a clear breakdown of the Minoan socio-economic system.

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