The Olympic Peninsula ABM works as a virtual laboratory to simulate the existing forestland management practices as followed by different forestland owner groups in the Olympic Peninsula, Washington, and explore how they could shape the future provisions of multifunctional ecosystem services such as Carbon storage and revenue generation under the business-as-usual scenario as well as by their adaptation to interventions. Forestlands are socio-ecological systems that interact with economic, socio-cultural, and policy systems. Two intervention scenarios were introduced in this model to simulate the adaptation of landowner behavior and test the efficacy of policy instruments in promoting sustainable forest practices and fostering Carbon storage and revenue generation. (1) A market-linked carbon offset scheme that pays the forestland owners a financial incentive in the form of a yearly carbon rent. (2) An institutional intervention policy that allows small forest owners (SFLO) to cooperate for increased market access and benefits under carbon rent scenario. The model incorporates the heterogeneous contexts within which the forestland owners operate and make their forest management decisions by parameterizing relevant agent attributes and contextualizing their unique decision-making processes.

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.

This NetLogo model is an implementation of the mostly verbal (and graphic) model in Jarret Walker’s Human Transit: How Clearer Thinking about Public Transit Can Enrich Our Communities and Our Lives (2011). Walker’s discussion is in the chapter “Connections or Complexity?”. See especially figure 12-2, which is on page 151.

In “Connections or Complexity?”, Walker frames the matter as involving a choice between two conflicting goals. The first goal is to minimize connections, the need to make transfers, in a transit system. People naturally prefer direct routes. The second goal is to minimize complexity. Why? Well, read the chapter, but as a general proposition we want to avoid unnecessary complexity with its attendant operating characteristics (confusing route plans in the case of transit) and management and maintenance challenges. With complexity general comes degraded robustness and resilience.

How do we, how can we, choose between these conflicting goals? The grand suggestion here is that we only choose indirectly, implicitly. In the present example of connections versus complexity we model various alternatives and compare them on measures of performance (MoP) other than complexity or connections per se. The suggestion is that connections and complexity are indicators of, heuristics for, other MoPs that are more fundamental, such as cost, robustness, energy use, etc., and it is these that we at bottom care most about. (Alternatively, and not inconsistently, we can view connections and complexity as two of many MoPs, with the larger issue to be resolve in light of many MoPs, including but not limited to complexity and connections.) We employ modeling to get a handle on these MoPs. Typically, there will be several, taking us thus to a multiple criteria decision making (MCDM) situation. That’s the big picture.

The DINO model (Dynamics of Internalization and Dissemimnation of Norms) simulates a conceptual model on the dynamics of norm internalization in the decision-making framework of a 3-person prisoner’s dilemma game.

An agent-based model of individual consumers making choices between five possible diets: omnivore, flexitarian, pescatarian, vegetarian, or vegan. Each consumer makes decisions based on personal constraints and values, and their perceptions of how well each diet matches with those values. Consumers can also be influenced by each other’s perceptions via interaction across three social networks: household members, friends, and acquaintances.

A spatio-temporal Agent Based Modeling (ABM) framework is developed to probabilistically predict farmers’ decisions in the context of climate-induced water scarcity under varying utility optimization functions. The proposed framework forecasts farmers’ behavior assuming varying utility functions. The framework allows decision makers to forecast the behavior of farmers through a user-friendly platform with clear output visualization. The functionality of the proposed ABM is illustrated in an agriculturally dominated plain along the Eastern Mediterranean coastline.

Study area GIS data available upon request to [email protected]

A road freight transport (RFT) operation involves the participation of several types of companies in its execution. The TRANSOPE model simulates the subcontracting process between 3 types of companies: Freight Forwarders (FF), Transport Companies (TC) and self-employed carriers (CA). These companies (agents) form transport outsourcing chains (TOCs) by making decisions based on supplier selection criteria and transaction acceptance criteria. Through their participation in TOCs, companies are able to learn and exchange information, so that knowledge becomes another important factor in new collaborations. The model can replicate multiple subcontracting situations at a local and regional geographic level.
The succession of n operations over d days provides two types of results: 1) Social Complex Networks, and 2) Spatial knowledge accumulation environments. The combination of these results is used to identify the emergence of new logistics clusters. The types of actors involved as well as the variables and parameters used have their justification in a survey of transport experts and in the existing literature on the subject.
As a result of a preferential selection process, the distribution of activity among agents shows to be highly uneven. The cumulative network resulting from the self-organisation of the system suggests a structure similar to scale-free networks (Albert & Barabási, 2001). In this sense, new agents join the network according to the needs of the market. Similarly, the network of preferential relationships persists over time. Here, knowledge transfer plays a key role in the assignment of central connector roles, whose participation in the outsourcing network is even more decisive in situations of scarcity of transport contracts.

The purpose of the study is to unpack and explore a potentially beneficial role of sharing metacognitive information within a group when making repeated decisions about common pool resource (CPR) use.

We explore the explanatory power of sharing metacognition by varying (a) the individual errors in judgement (myside-bias); (b) the ways of reaching a collective judgement (metacognition-dependent), (c) individual knowledge updating (metacognition- dependent) and d) the decision making context.

The model (AgentEx-Meta) represents an extension to an existing and validated model reflecting behavioural CPR laboratory experiments (Schill, Lindahl & Crépin, 2015; Lindahl, Crépin & Schill, 2016). AgentEx-Meta allows us to systematically vary the extent to which metacognitive information is available to agents, and to explore the boundary conditions of group benefits of metacognitive information.

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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The purpose of this model is to introduce a new individual decision-making method, BNE, into the ABM of pedestrian evacuation to properly simulate individual behaviours and movements. The model was built to balance between fast evacuation and high comfortability, which is a general conflict in the domain of pedestrian research. The interactions of pedestrians with their neighbours as well as surroundings was also considered in order to simulate a more realistic pedestrian evacuation. This model ultimately aims to explore the influences of BNE on pedestrian flows from various perspectives, especially pedestrian comfort and exit time in an emergency evacuation with different parameter configurations.

Three behavioural models were evaluated: Shortest Route (SR), Random Follow (RF) and BNE. The behavioural models were used to generate four moving patterns (i.e. model configurations): SR, RF, BNE mixed with SR, and BNE mixed with RF.