3 research outputs found
How Virtual Agents Can Learn to Synchronize: an Adaptive Joint Decision-Making Model of Psychotherapy
Joint decision-making can be seen as the synchronization of actions and emotions, usually via nonverbal interaction between people while they show empathy. The aim of the current paper was (1) to develop an adaptive computational model for the type of synchrony that can occur in joint decision-making for two persons modeled as agents, and (2) to visualize the two persons by avatars as virtual agents during their decision-making. How to model joint decision-making computationally while taking into account adaptivity is rarely addressed, although such models based on psychological literature have a lot of future applications like online coaching and therapeutics. We used an adaptive network-oriented modelling approach to build an adaptive joint decision-making model in an agent-based manner and simulated multiple scenarios of such joint decision-making processes using a dedicated software environment that was implemented in MATLAB. Programming in the Unity 3D engine was done to virtualize this process as nonverbal interaction between virtual agents, their internal and external states, and the scenario. Although our adaptive joint decision model has general application areas, we have selected a therapeutic session as example scenario to visualize and interpret the example simulations
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Innovation, ambidexterity, and interaction of managers at different levels: cases in Chinese banking sector
The importance of innovation in the dynamic environment has been highlighted in the past decades. Organisational ambidexterity, as capacity of organisation to achieve in both incremental and radical innovation, has been explored to be important to organisations’ longterm survival. However, little has been studied in banking sector on how managers at different levels foster organisations' capability for innovation and change. This research extends the ambidexterity research by exploring the relationship between exploitation and exploration, and the impact of the interaction of managers at different levels on organisational ambidexterity in Chinese banking sector. In addition, this research aims to explore the effect of organisational ambidexterity on firm competitiveness in the Chinese banking sector. After that, this research explores how managers at different levels interact with each other to facilitate organisational ambidexterity.
Mixed methods. Focusing on three state-owned banks in China, 202 questionnaires and 24 interviews were conducted. Analysis of the findings is conducted using SPSS for linear regression in quantitative analysis and NVivo for thematic analysis in qualitative analysis.
Findings suggest that exploitation and exploration promote each other; interaction of managers at different levels contributes to exploration, exploitation, and ambidexterity; and exploitation, exploration and ambidexterity enhance organisational competitiveness in the Chinese banking sector. Further, this research unravels how managers interact with other to facilitate exploitation, 5 exploration, and ambidexterity, thus solving the tension between exploitation and exploration in a way of making exploitation and exploration complement each other. Thus, this research contribute knowledge to the area of manager’s interaction and organisational ambidexterity. More specifically, the conclusion of this research is that the ambidextrous activities of managers shaped by the interaction between managers at different levels is very important to achieve improved or sustained competitiveness in the organisation. This research is limited in the context of Chinese banking sector, and future research of different context is recommended