We built a model of knowledges diffusion in networks. The particularity is that knowledges to be passed on are cumulative : rely on previous acquisition of specific knowledges of a lower level to be passed from an agent to another. We test for different types of networks, different selection rules for the knowledge to be passed and the possibility to introduce a turnover among agents.
We concentrate on the learning speed and the convergence level of the learning process.

HousingABM_Japan is a NetLogo agent-based model of the residential market of Tokyo’s 23 wards. It evaluates whether a single parameter configuration can jointly reproduce key features of prices, rents, yields, and market turnover across distinct market regimes from 2001 to 2025, with particular attention to demand- and supply-side trend-following during the 2021–2025 price surge.

The model builds on the Bank of England housing-market lineage (Baptista et al. 2016; Carro et al. 2023) and introduces four extensions: (1) dynamic linkages between the sale and rental markets through vacancy, rents, and yields; (2) heterogeneous demand-side trend-following; (3) supply-side trend-following through construction-cost trend anchoring and a momentum-dependent dynamic premium; and (4) housing-equity borrowing that converts unrealized equity into additional borrowing capacity.

Twenty parameters are calibrated using 2001–2015 data and held fixed for post-calibration evaluation over 2016–2020 and 2021–2025, while annual exogenous inputs follow observed historical paths. The model reproduces the shift from moderate price growth to the 2021–2025 surge, as well as rent acceleration, surge-period yield compression, and persistently low market turnover, although it understates the intermediate acceleration of 2016–2020.

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Organizations operate under conditions of imperfect performance in which human error is inevitable, yet errors are rarely examined as the triggers for the managerial interactions that shape organizational culture over time. The present research introduces an agent-based simulation of a work team completing a fixed sequence of tasks under varying degrees of managerial oversight and response policy. The model isolates the mechanical loss of throughput caused by errors from the psychological and cultural consequences of managerial reactions, which are categorized into ignoring, correcting or punishing. Furthermore, the model incorporates an autonomous self-notice mechanism, allowing workers to correct themselves in the absence of managerial intervention. By tracking the accumulation of worker resentment and the transient enhancements in learning, the simulation acts as a dynamic laboratory for observing delayed consequences, nonlinear tipping points and systemic organizational collapse. The results reveal a central paradox of organizational control. Highly monitored punitive environments generate high short-term throughput, yet they simultaneously accumulate interactional injustice and resentment that engineer a rapid cascading turnover and the highest probability of systemic collapse. Conversely, corrective policies combined with active monitoring achieve equivalent throughput while sustaining workforce viability. A comprehensive sensitivity analysis establishes that error accumulation is primarily determined by structural factors, namely agent-level mistake propensity and task difficulty, while resignation dynamics, resentment accumulation and collapse timing remain predominantly governed by managerial policy, a hierarchy independently corroborated by a surrogate model and shown to be stable across independent seeds and across stakeholder weighting scenarios. The study bridges the operational mechanics of task completion and the social dynamics of workplace mistreatment, illustrating how short-term punitive success often masks long-term structural fragility.

This is a NetLogo 7.0.1 agent-based model of interdependent team productivity under O-ring production logic. The model asks when collective problem-solving capacity (CPS) improves team output and when its effect is constrained by trust, burnout, specialization diversity, weak-link quality, and team-formation rules. Agents are heterogeneous in skill, CPS, trust, burnout, effort, learning rate, openness, specialization, adaptability, and aspiration. Each tick forms temporary teams, computes individual contribution quality, combines contributions through a geometric O-ring production function with an explicit weakest-link term, records output and success, and updates agents through feedback, learning, trust change, burnout, recovery, and turnover. The paper follows the ODD protocol, reports exact implementation equations, and analyzes six BehaviorSpace experiments with 50 stochastic repetitions per condition. Scenario results show that CPS is beneficial but not sufficient: productivity is highest when CPS is combined with trust, low burnout, effective coordination, and a reliable weakest-link floor. Diversity yields only modest gains at low CPS but larger gains when CPS is high. Formation-mode results are especially informative because mixed CPS-skill formation maximizes total output, whereas random formation has the highest binary success rate, showing that output magnitude and threshold success can diverge. The study contributes a transparent computational mechanism linking collective intelligence with O-ring production and identifies boundary conditions under which high-CPS teams can still be limited by weak links and interdependence.

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.

Scilab version of an agent-based model of societal well-being, based on the factors of: overvaluation of conspicuous prosperity; tradeoff rate between inconspicuous/conspicuous well-being factors; turnover probability; and individual variation.

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 purpose of the model presented by Glance et al is to study the ‘contribute vs. free-ride’ dilemma present in organizations.