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This clear and coherent book introduces agent-based modelling (ABM)
to those who are not familiar with nor have been previously exposed
to computational simulation. Featuring examples, cases and models,
the book illustrates how ABM can, and should, be considered as a
useful approach and technique for the study of management and
organisational systems. Davide Secchi begins by explaining what ABM
has to offer as opposed to other techniques, emphasising its
suitability to the study of complex social systems. While
dissecting the core components of the approach, he introduces key
elements and mechanisms with a practice oriented approach rather
than insisting solely on logic and theory. With an emphasis on
applications and using examples from NetLogo - one of the most
widely used agent-based software platforms - the book guides the
reader through a step-by-step process on how to develop a
computational simulation. Featuring a hands-on applied approach
that makes a difficult topic easy for non-modellers, How Do I
Develop an Agent-Based Model? will be a key resource for business
and management Masters-level students embarking on a dissertation
project. It will also be a useful reference for PhD students in the
field, as well as a starting point for academics who would like to
begin using ABM in their research.
This clear and coherent book introduces agent-based modelling (ABM)
to those who are not familiar with nor have been previously exposed
to computational simulation. Featuring examples, cases and models,
the book illustrates how ABM can, and should, be considered as a
useful approach and technique for the study of management and
organisational systems. Davide Secchi begins by explaining what ABM
has to offer as opposed to other techniques, emphasising its
suitability to the study of complex social systems. While
dissecting the core components of the approach, he introduces key
elements and mechanisms with a practice oriented approach rather
than insisting solely on logic and theory. With an emphasis on
applications and using examples from NetLogo - one of the most
widely used agent-based software platforms - the book guides the
reader through a step-by-step process on how to develop a
computational simulation. Featuring a hands-on applied approach
that makes a difficult topic easy for non-modellers, How Do I
Develop an Agent-Based Model? will be a key resource for business
and management Masters-level students embarking on a dissertation
project. It will also be a useful reference for PhD students in the
field, as well as a starting point for academics who would like to
begin using ABM in their research.
Cognition is usually associated with brain activity. Undoubtedly,
some brain activity is necessary for it to function. However, the
last thirty years have revolutionized the way we intend and think
about cognition. These developments allow us to think of cognition
as distributed in the sense that it needs tools, artifacts,
objects, and other external entities to allow the brain to operate
properly. Organizational Cognition: The Theory of Social Organizing
takes this perspective and applies it to the organization by
introducing a model that defines the elements that allow cognition
to work. This model shows that cognition needs the combined and
simultaneous presence of micro aspects-i.e. the biological
individual-and macro super-structural elements-e.g. organizational
climate, culture, norms, values, rules. These two become practice
of cognition as they materialize in a meso domain-this is any
action that allows individuals to perform their daily duties. Due
to the micro-meso-macro interactions, this has been called the 3M
Model. Most of what happens in the meso domain relates to exchanges
between two or more people, i.e. it is a social activity. This is
usually mentioned in the perspectives above, but it is rarely
explored. By bringing meso activities to the center of cognition,
the book develops and presents the Theory of Social Organizing. Not
only this is useful to organizational scholars, but it also opens a
new path for cognition research.
In Computational Organizational Cognition, Davide Secchi presents
an innovative definition of organizational cognition using a
research tradition that builds on the Embodied/Distributed/Extended
Cognition (EDEC) perspectives and it is developed through
agent-based computational simulation modelling. After an overview
of EDEC perspectives, Computational Organizational Cognition
presents four simulations which allow readers to clearly assess the
advantages of agent-based computational organizational cognition
(AOC) for both theory and practice. The book attempts to
demonstrate how AOC is a useful if not essential instrument to
explore, understand and analyze the inner complexities of
organizational cognition. AOC is a powerful tool and an approach
for organizational research enquiry at the service of both
organizational scholars and cognitive scientists.
The aim of this book is to demonstrate how Agent-Based Modelling
(ABM) can be used to enhance the study of social agency,
organizational behavior and organizational management. It derives
from a workshop, sponsored by the Society for the Study of
Artificial Intelligence and the Simulation of Behavior (AISB), held
at Bournemouth University Business School in 2014 on "Modelling
Organizational Behavior and Social Agency". The contents of this
book are divided into four themes: Perspectives, Modeling
Organizational Behavior, Philosophical and Methodological
Perspective, and Modeling Organized Crime and Macro-Organizational
Phenomena. ABM is a particular and advanced type of computer
simulation where the focus of modeling shifts to the agent rather
than to the system. This allows for complex and more realistic
representations of reality, facilitating an innovative
socio-cognitive perspective on organizational studies. The editors
and contributing authors claim that the use of ABM may dramatically
expand our understanding of human behavior in organizations. This
is made possible because of (a) the computational power made
available by technological advancements, (b) the relative ease of
the programming, (c) the ability to borrow simulation practices
from other disciplines, and (d) the ability to demonstrate how the
ABM approach clearly enables a socio-cognitive perspective on
organizational complexity. Showcasing contributions from academics
and researchers of various backgrounds and discipline, this volumes
provides a global, interdisciplinary perspective.
"How do people make decisions in organizations?" is the question at
the core of this book. Do people act rationally? Under what
conditions can information and knowledge be shared to improve
decision making? Davide Secchi applies concepts and theories from
cognitive science, organizational behavior, and social psychology
to explore the dynamics of decision making. In particular, he
integrates "bounded rationality" (people are only partly rational;
they have (a) limited computational capabilities and (b) limited
access to information) and "distributed cognition" (knowledge is
not confined to an individual, but is distributed across the
members of a group) to build upon the pioneering work of Herbert
Simon (1916-2001) on rational decision making and contribute fresh
insights. This book is divided into two parts. The first part
(Chapters 2 to 5) explores how recent studies on biases, prospect
theory, heuristics, and emotions provide the so-called "map" of
bounded rationality. The second part (Chapter 6 to 8) presents the
idea of extendable rationality. In this section, Secchi identifies
the limitations of bounded rationality and focuses more heavily on
socially-based decision processes and the role of "docility" in
teaching, managing, and executing decisions in organizations. The
practical implications extend broadly to issues relating to change
and innovation, as organizations adapt to evolving market
conditions, implementing new systems, and effectively managing
limited resources. The final chapter outlines an agenda for future
research to help understand the decision making characteristics and
capabilities of an organization.
"How do people make decisions in organizations?" is the question at
the core of this book. Do people act rationally? Under what
conditions can information and knowledge be shared to improve
decision making? Davide Secchi applies concepts and theories from
cognitive science, organizational behavior, and social psychology
to explore the dynamics of decision making. In particular, he
integrates "bounded rationality" (people are only partly rational;
they have (a) limited computational capabilities and (b) limited
access to information) and "distributed cognition" (knowledge is
not confined to an individual, but is distributed across the
members of a group) to build upon the pioneering work of Herbert
Simon (1916-2001) on rational decision making and contribute fresh
insights. This book is divided into two parts. The first part
(Chapters 2 to 5) explores how recent studies on biases, prospect
theory, heuristics, and emotions provide the so-called "map" of
bounded rationality. The second part (Chapter 6 to 8) presents the
idea of extendable rationality. In this section, Secchi identifies
the limitations of bounded rationality and focuses more heavily on
socially-based decision processes and the role of "docility" in
teaching, managing, and executing decisions in organizations. The
practical implications extend broadly to issues relating to change
and innovation, as organizations adapt to evolving market
conditions, implementing new systems, and effectively managing
limited resources. The final chapter outlines an agenda for future
research to help understand the decision making characteristics and
capabilities of an organization.
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