Self-organizing peer-to-peer social networks

This is the author's accepted manuscript. The final published article is available from the link below. Copyright @ 2008 The Authors.Peer-to-peer (P2P) systems provide a new solution to distributed information and resource sharing because of its outstanding properties in decentralization, dynamics, flexibility, autonomy, and cooperation, summarized as DDFAC in this paper. After a detailed analysis of the current P2P literature, this paper suggests to better exploit peer social relationships and peer autonomy to achieve efficient P2P structure design. Accordingly, this paper proposes Self-organizing peer-to-peer social networks (SoPPSoNs) to self-organize distributed peers in a decentralized way, in which neuron-like agents following extended Hebbian rules found in the brain activity represent peers to discover useful peer connections. The self-organized networks capture social associations of peers in resource sharing, and hence are called P2P social networks. SoPPSoNs have improved search speed and success rate as peer social networks are correctly formed. This has been verified through tests on real data collected from the Gnutella system. Analysis on the Gnutella data has verified that social associations of peers in reality are directed, asymmetric and weighted, validating the design of SoPPSoN. The tests presented in this paper have also evaluated the scalability of SoPPSoN, its performance under varied initial network connectivity and the effects of different learning rules.National Natural Science of Foundation of Chin

Protocol Requirements for Self-organizing Artifacts: Towards an Ambient Intelligence

We discuss which properties common-use artifacts should have to collaborate without human intervention. We conceive how devices, such as mobile phones, PDAs, and home appliances, could be seamlessly integrated to provide an "ambient intelligence" that responds to the user's desires without requiring explicit programming or commands. While the hardware and software technology to build such systems already exists, as yet there is no standard protocol that can learn new meanings. We propose the first steps in the development of such a protocol, which would need to be adaptive, extensible, and open to the community, while promoting self-organization. We argue that devices, interacting through "game-like" moves, can learn to agree about how to communicate, with whom to cooperate, and how to delegate and coordinate specialized tasks. Thus, they may evolve a distributed cognition or collective intelligence capable of tackling complex tasks.Comment: To be presented at 5th International Conference on Complex System

Organization of Multi-Agent Systems: An Overview

In complex, open, and heterogeneous environments, agents must be able to reorganize towards the most appropriate organizations to adapt unpredictable environment changes within Multi-Agent Systems (MAS). Types of reorganization can be seen from two different levels. The individual agents level (micro-level) in which an agent changes its behaviors and interactions with other agents to adapt its local environment. And the organizational level (macro-level) in which the whole system changes it structure by adding or removing agents. This chapter is dedicated to overview different aspects of what is called MAS Organization including its motivations, paradigms, models, and techniques adopted for statically or dynamically organizing agents in MAS.Comment: 12 page

Coordination approaches and systems - part I : a strategic perspective

This is the first part of a two-part paper presenting a fundamental review and summary of research of design coordination and cooperation technologies. The theme of this review is aimed at the research conducted within the decision management aspect of design coordination. The focus is therefore on the strategies involved in making decisions and how these strategies are used to satisfy design requirements. The paper reviews research within collaborative and coordinated design, project and workflow management, and, task and organization models. The research reviewed has attempted to identify fundamental coordination mechanisms from different domains, however it is concluded that domain independent mechanisms need to be augmented with domain specific mechanisms to facilitate coordination. Part II is a review of design coordination from an operational perspective

If you can't be with the one you love, love the one you're with: How individual habituation of agent interactions improves global utility

Simple distributed strategies that modify the behaviour of selfish individuals in a manner that enhances cooperation or global efficiency have proved difficult to identify. We consider a network of selfish agents who each optimise their individual utilities by coordinating (or anti-coordinating) with their neighbours, to maximise the pay-offs from randomly weighted pair-wise games. In general, agents will opt for the behaviour that is the best compromise (for them) of the many conflicting constraints created by their neighbours, but the attractors of the system as a whole will not maximise total utility. We then consider agents that act as 'creatures of habit' by increasing their preference to coordinate (anti-coordinate) with whichever neighbours they are coordinated (anti-coordinated) with at the present moment. These preferences change slowly while the system is repeatedly perturbed such that it settles to many different local attractors. We find that under these conditions, with each perturbation there is a progressively higher chance of the system settling to a configuration with high total utility. Eventually, only one attractor remains, and that attractor is very likely to maximise (or almost maximise) global utility. This counterintutitve result can be understood using theory from computational neuroscience; we show that this simple form of habituation is equivalent to Hebbian learning, and the improved optimisation of global utility that is observed results from wellknown generalisation capabilities of associative memory acting at the network scale. This causes the system of selfish agents, each acting individually but habitually, to collectively identify configurations that maximise total utility

Global adaptation in networks of selfish components: emergent associative memory at the system scale

In some circumstances complex adaptive systems composed of numerous self-interested agents can self-organise into structures that enhance global adaptation, efficiency or function. However, the general conditions for such an outcome are poorly understood and present a fundamental open question for domains as varied as ecology, sociology, economics, organismic biology and technological infrastructure design. In contrast, sufficient conditions for artificial neural networks to form structures that perform collective computational processes such as associative memory/recall, classification, generalisation and optimisation, are well-understood. Such global functions within a single agent or organism are not wholly surprising since the mechanisms (e.g. Hebbian learning) that create these neural organisations may be selected for this purpose, but agents in a multi-agent system have no obvious reason to adhere to such a structuring protocol or produce such global behaviours when acting from individual self-interest. However, Hebbian learning is actually a very simple and fully-distributed habituation or positive feedback principle. Here we show that when self-interested agents can modify how they are affected by other agents (e.g. when they can influence which other agents they interact with) then, in adapting these inter-agent relationships to maximise their own utility, they will necessarily alter them in a manner homologous with Hebbian learning. Multi-agent systems with adaptable relationships will thereby exhibit the same system-level behaviours as neural networks under Hebbian learning. For example, improved global efficiency in multi-agent systems can be explained by the inherent ability of associative memory to generalise by idealising stored patterns and/or creating new combinations of sub-patterns. Thus distributed multi-agent systems can spontaneously exhibit adaptive global behaviours in the same sense, and by the same mechanism, as the organisational principles familiar in connectionist models of organismic learning

Methodologies for self-organising systems:a SPEM approach

We define ’SPEM fragments’ of five methods for developing self-organising multi-agent systems. Self-organising traffic lights controllers provide an application scenario

The Self-Organisation of Strategic Alliances

Strategic alliances form a vital part of today's business environment. The sheer variety of collaborative forms is notable - which include R&D coalitions, marketing and distribution agreements, franchising, co-production agreements, licensing, consortiums and joint ventures. Here we define a strategic alliance as a cooperative agreement between two or more autonomous firms pursuing common objectives or working towards solving common problems through a period of sustained interaction. A distinction is commonly made between 'formal' and 'informal' inter-firm alliances. Informal alliances involve voluntary contact and interaction while in formal alliances cooperation is governed by a contractual agreement. The advantage of formal alliances is the ability to put in place IPR clauses, confidentially agreements and other contractual measures designed to safeguard the firm against knowledge spill-over. However, these measures are costly to instigate and police. By contrast, a key attraction of informal relationships is their low co-ordination costs. Informal know-how trading is relatively simple, uncomplicated and more flexible, and has been observed in a number of industries. A number of factors affecting firms' decisions to cooperate or not cooperate within strategic alliances have been raised in the literature. In this paper we consider three factors in particular: the relative costs of coordinating activity through strategic alliances vis-a-vis the costs of coordinating activity in-house, the degree of uncertainty present in the competitive environment, and the feedback between individual decision-making and industry structure. Whereas discussion of the first two factors is well developed in the strategic alliance literature, the third factor has hitherto only been addressed indirectly. The contribution to this under-researched area represents an important contribution of this paper to the current discourse. In order to focus the discussion, the paper considers the formation of horizontal inter-firm strategic alliances in dynamic product markets. These markets are characterised by rapid rates of technological change, a high degree of market uncertainty, and high rewards (supernormal profits) for successful firms offset by shortening life cycles.Strategic Alliances, Innovation Networks, Self-Organisation