Interorganizational Information Exchange and Efficiency: Organizational Performance in Emergency Environments

Achieving efficiency in coordinated action in rapidly changing environments has challenged both researchers and practitioners. Emergency events require both rapid response and effective coordination among participating organizations. We created a simulated operations environment using agent-based modeling to test the efficiency of six different organizational designs that varied the exercise of authority, degree of uncertainty, and access to information. Efficiency is measured in terms of response time, identifying time as the most valuable resource in emergency response. Our findings show that, contrary to dominant organizational patterns of hierarchical authority that limit communication among members via strict reporting rules, any communication among members increases the efficiency of organizations operating in uncertain environments. We further found that a smaller component of highly interconnected, self adapting agents emerges over time to support the organization\'s adaptation in changing conditions. In uncertain environments, heterogeneous agents prove more efficient in sharing information that guides coordination than homogeneous agents.Agent-Based Simulation, Emergency Management, Network Evolution, Performance

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

Mental Frames and Organizational Decision-making: Facing the Challenges of Change

Adjusting to the strategic, business and economic changes requires efficient decision-making procedures which can in turn be highly affected by the underlying mental frames that the leaders of the organization hold. This article examines the impact of these mental frames on decision-making with respect to a specific attribute of a decision-making process: the belief that a CEO of a co-operative holds regarding member commitment. The analysis develops a simple theoretical model that shows how the co-op CEO’s obsolete mental frame creates distortions on decision making that can have negative effects on co-op’s strategic decisions and its market share. The starting point of the analysis is the case of the Saskatchewan Wheat Pool (SWP) – a Canadian grain handling, agri-food processing and marketing company that had little success in adapting to the changing economic environment of the Canadian agriculture.Industrial Organization,

The emergence of information systems: a communication-based theory

An information system is more than just the information technology; it is the system that emerges from the complex interactions and relationships between the information technology and the organization. However, what impact information technology has on an organization and how organizational structures and organizational change influence information technology remains an open question. We propose a theory to explain how communication structures emerge and adapt to environmental changes. We operationalize the interplay of information technology and organization as language communities whose members use and develop domain-specific languages for communication. Our theory is anchored in the philosophy of language. In developing it as an emergent perspective, we argue that information systems are self-organizing and that control of this ability is disseminated throughout the system itself, to the members of the language community. Information technology influences the dynamics of this adaptation process as a fundamental constraint leading to perturbations for the information system. We demonstrate how this view is separated from the entanglement in practice perspective and show that this understanding has far-reaching consequences for developing, managing, and examining information systems

A model of the dynamics of organizational communication

We propose a model of the dynamics of organizational communication. Our model specifies the mechanics by which communication impact is fed back to communication inputs and closes the gap between sender and receiver of messages. We draw on language critique, a branch of language philosophy, and derive joint linguistic actions of interlocutors to explain the emergence and adaptation of communication on the group level. The model is framed by Te'eni's cognitive-affective model of organizational communication

Building Institutions in Post-Conflict African Economies

institutions, reconstruction, reform