Criminal organizations operate in complex changing environments. Being flexible and dynamic allows criminal networks not only to exploit new illicit opportunities but also to react to law enforcement attempts at disruption, enhancing the persistence of these networks over time. Most studies investigating network disruption have examined organizational structures before and after the arrests of some actors but have disregarded groups’ adaptation strategies.
MADTOR simulates drug trafficking and dealing activities by organized criminal groups and their reactions to law enforcement attempts at disruption. The simulation relied on information retrieved from a detailed court order against a large-scale Italian drug trafficking organization (DTO) and from the literature.
The results showed that the higher the proportion of members arrested, the greater the challenges for DTOs, with higher rates of disrupted organizations and long-term consequences for surviving DTOs. Second, targeting members performing specific tasks had different impacts on DTO resilience: targeting traffickers resulted in the highest rates of DTO disruption, while targeting actors in charge of more redundant tasks (e.g., retailers) had smaller but significant impacts. Third, the model examined the resistance and resilience of DTOs adopting different strategies in the security/efficiency trade-off. Efficient DTOs were more resilient, outperforming secure DTOs in terms of reactions to a single, equal attempt at disruption. Conversely, secure DTOs were more resistant, displaying higher survival rates than efficient DTOs when considering the differentiated frequency and effectiveness of law enforcement interventions on DTOs having different focuses in the security/efficiency trade-off.
Overall, the model demonstrated that law enforcement interventions are often critical events for DTOs, with high rates of both first intention (i.e., DTOs directly disrupted by the intervention) and second intention (i.e., DTOs terminating their activities due to the unsustainability of the intervention’s short-term consequences) culminating in dismantlement. However, surviving DTOs always displayed a high level of resilience, with effective strategies in place to react to threatening events and to continue drug trafficking and dealing.

Machine learning technologies have changed the paradigm of knowledge discovery in organizations and transformed traditional organizational learning to human-machine hybrid intelligent organizational learning. However, it remains unclear how human-machine trust, which is an important factor that influences human-machine knowledge exchange, affects the effectiveness of human-machine hybrid intelligent organizational learning. To explore this issue, we used multi-agent simulation to construct a knowledge learning model of a human-machine hybrid intelligent organization with human-machine trust.

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.

Organizations are complex systems comprised of many dynamic and evolving interaction patterns among individuals and groups. Understanding these interactions and how patterns, such as informal structures and knowledge sharing behavior, emerge are crucial to creating effective and efficient organizations. To explore such organizational dynamics, the agent-based model integrates a cognitive model, dynamic social networks, and a physical environment.

Previous research on organizations often focuses on either the individual, team, or organizational level. There is a lack of multidimensional research on emergent phenomena and interactions between the mechanisms at different levels. This paper takes a multifaceted perspective on individual learning and autonomous group formation and turnover. To analyze interactions between the two levels, we introduce an agent-based model that captures an organization with a population of heterogeneous agents who learn and are limited in their rationality. To solve a task, agents form a group that can be adapted from time to time. We explore organizations that promote learning and group turnover either simultaneously or sequentially and analyze the interactions between the activities and the effects on performance. We observe underproportional interactions when tasks are interdependent and show that pushing learning and group turnover too far might backfire and decrease performance significantly.

ICARUS is a multi-agent compliance inspection model (ICARUS - Inspecting Compliance to mAny RUleS). The model is applicable to environments where an inspection agency, via centrally coordinated inspections, examines compliance in organizations which must comply with multiple provisions (rules). The model (ICARUS) contains 3 types of agents: entities, inspection agency and inspectors / inspections. ICARUS describes a repeated, simultaneous, non-cooperative game of pure competition. Agents have imperfect, incomplete, asymmetric information. Entities in each move (tick) choose a pure strategy (comply/violate) for each rule, depending on their own subjective assessment of the probability of the inspection. The Inspection Agency carries out the given inspection strategy.

A more detailed description of the model is available in the .nlogo file.
Full description of the model (in line with the ODD+D protocol) and the analysis of the model (including verification, validation and sensitivity analysis) can be found in the attached documentation.

Motivated by the emergence of new Peer-to-Peer insurance organizations that rethink how insurance is organized, we propose a theoretical model of decision-making in risk-sharing arrangements with risk heterogeneity and incomplete information about the risk distribution as core features. For these new, informal organisations, the available institutional solutions to heterogeneity (e.g., mandatory participation or price differentiation) are either impossible or undesirable. Hence, we need to understand the scope conditions under which individuals are motivated to participate in a bottom-up risk-sharing setting. The model puts forward participation as a utility maximizing alternative for agents with higher risk levels, who are more risk averse, are driven more by solidarity motives, and less susceptible to cost fluctuations. This basic micro-level model is used to simulate decision-making for agent populations in a dynamic, interdependent setting. Simulation results show that successful risk-sharing arrangements may work if participants are driven by motivations of solidarity or risk aversion, but this is less likely in populations more heterogeneous in risk, as the individual motivations can less often make up for the larger cost deficiencies. At the same time, more heterogeneous groups deal better with uncertainty and temporary cost fluctuations than more homogeneous populations do. In the latter, cascades following temporary peaks in support requests more often result in complete failure, while under full information about the risk distribution this would not have happened.

This model is designed to show the effects of personality types and student organizations have on ones chance to making friendships in a university setting. As known from psychology studies, those that are extroverted have an easier chance making friendships in comparison to those that are introverted.
Once every tick a pair of students (nodes) will be randomly selected they will then have the chance to either be come friends or not (create an edge or not) based on their personality type (you are able to change what the effect of each personality is) and whether or not they are in the same club (you can change this value) then the model triggers the next tick cycle to begin.

A generalized organizational agent- based model (ABM) containing both formal organizational hierarchy and informal social networks simulates organizational processes that occur over both formal network ties and informal networks.

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.