Using agent based simulation to empirically examine complexity in carbon footprint business process

Through the critical analysis of the extant literature, it is observed that Simulation is widely used as a research method in Natural Sciences, Engineering and Social Sciences, in addition to argumentation and formalisation as the third way of carrying out research. Simulation is not so widely used in Business and Management research as it ought to have been, though this is changing for the better with the technological advances in computers and their computational power. These technological advances enhance the capability of theoretical research models, in defining a problem and their use in empirically examining a solution to the problem in simulated reality, like never before. Management journal searches for “Simulation and Complexity Theory” returned nil or zero returns, which explain that this combination is not popular in management research, though they are used individually more often. The major objective of this paper is to analyse some of the conceptual (or theoretical) and methodological (or empirical) contributions that Agent Based Simulation and Complexity Theory can make to the business and management community in their business process related research In view of this, some basic ideas are discussed of using Agent Based Simulation as a method in Business and Management Studies research and how an Agent Based Model can be applied to a business process as complex as Carbon Footprint. It is in this context that the use of Complexity as the base theory to empirically examine a business process is discussed. Throughout this article, our research on complex adaptive systems (e.g., Accounting Information System) in continuously changing organisations managing complex business processes (e.g., Carbon Footprint business process) is considered as the basis for illustrating some of the concepts. Through this article, avenues for further management research using these tools and methodology are suggested

Modelling Socially Intelligent Agents

The perspective of modelling agents rather than using them for a specificed purpose entails a difference in approach. In particular an emphasis on veracity as opposed to efficiency. An approach using evolving populations of mental models is described that goes some way to meet these concerns. It is then argued that social intelligence is not merely intelligence plus interaction but should allow for individual relationships to develop between agents. This means that, at least, agents must be able to distinguish, identify, model and address other agents, either individually or in groups. In other words that purely homogeneous interaction is insufficient. Two example models are described that illustrate these concerns, the second in detail where agents act and communicate socially, where this is determined by the evolution of their mental models. Finally some problems that arise in the interpretation of such simulations is discussed

Exploring continuous organisational transformation as a form of network interdependence

In this paper we examine the problematic area of continuous transformation. We conduct our analysis from three theoretical perspectives: the resource based view, social network theory, and stakeholder theory. We found that the continuous transformation can be explained through the concept of Network Interdependence. This paper describes Network Interdependence and develops theoretical propositions from a synthesis of the three theories. Our contribution of Network Interdependence offers fresh insights into managing complex change and offers new ways of looking at organisational transformation

The strategic and the stratigraphic: a working paper on the dynamics of organisational evolution.

Despite large debates over fundamental issues a broadly evolutionary paradigm of organisations is growing in legitimacy. It may though be preferable to replace the metaphor of the organisation as an organism with the literal assertion that both social organisations are ecologies (Weeks and Galunic, 2003). They are still classes of complex systems maintained, and specified by, replicators (or schemata Gell Mann 1994) but the interactor is not necessarily the individual organisation, or population of organisations. Conceptual evolution has been argued as a post-Kuhnian analysis of the scientific process (Hull 1988), a rival economic paradigm (references in Hodgson 1993), a view of strategy (e.g. Lloyd 1990) and an explanation of organisational transformation and learning (Price and Evans 1993, Price 1994, 1995).My concern in this paper is to compare strategic extinction and speciation events in both systems. The stratigraphic record shows a dominant pattern of extinctions and radiative speciations which then settle to stabilised ecosystems. The historical and commercial (or strategigraphic?) record illustrates a similar pattern (Rothschild 1990, Tylecote 1993, Arthur 1994). The causes of extinction events may be genuinely external to the system affected (e.g. asteroid impacts interrupting a reptilian dominated system cannot plausibly be traced to feedback processes in any coupled eco/ lithosphere) or they may be internal when the success of a particular replicator system disturbs a wider systemic balance (e.g. ice-house glaciations terminating plant dominated episodes of earth history). Strategic scale parallels of both forms of extinction event can be seen in commercial and technological history. Keywords Organisational evolution, Punctuated equilibrium, Narrative ecology, memetics

Theory of deferred action: Agent-based simulation model for designing complex adaptive systems

Deferred action is the axiom that agents act in emergent organisation to achieve predetermined goals. Enabling deferred action in designed artificial complex adaptive systems like business organisations and IS is problematical. Emergence is an intractable problem for designers because it cannot be predicted. We develop proof-of-concept, conceptual proto-agent model, of emergent organisation and emergent IS to understand better design principles to enable deferred action as a mechanism for coping with emergence in artefacts. We focus on understanding the effect of emergence when designing artificial complex adaptive systems by developing an exploratory proto-agent model and evaluate its suitability for implementation as agent-based simulation

Infrastructure transitions toward sustainability: a complex adaptive systems perspective

To ensure infrastructure assets are procured and maintained by government on behalf of citizens, appropriate policy and institutional architecture is needed, particularly if a fundamental shift to more sustainable infrastructure is the goal. The shift in recent years from competitive and resource-intensive procurement to more collaborative and sustainable approaches to infrastructure governance is considered a major transition in infrastructure procurement systems. In order to better understand this transition in infrastructure procurement arrangements, the concept of emergence from Complex Adaptive Systems (CAS) theory is offered as a key construct. Emergence holds that micro interactions can result in emergent macro order. Applying the concept of emergence to infrastructure procurement, this research examines how interaction of agents in individual projects can result in different industry structural characteristics. The paper concludes that CAS theory, and particularly the concept of ‘emergence’, provides a useful construct to understand infrastructure procurement dynamics and progress towards sustainability

Governance for sustainability: learning from VSM practice

Purpose – While there is some agreement on the usefulness of systems and complexity approaches to tackle the sustainability challenges facing the organisations and governments in the twenty-first century, less is clear regarding the way such approaches can inspire new ways of governance for sustainability. The purpose of this paper is to progress ongoing research using the Viable System Model (VSM) as a meta-language to facilitate long-term sustainability in business, communities and societies, using the “Methodology to support self-transformation”, by focusing on ways of learning about governance for sustainability. Design/methodology/approach – It summarises core self-governance challenges for long-term sustainability, and the organisational capabilities required to face them, at the “Framework for Assessing Sustainable Governance”. This tool is then used to analyse capabilities for governance for sustainability at three real situations where the mentioned Methodology inspired bottom up processes of self-organisation. It analyses the transformations decided from each organisation, in terms of capabilities for sustainable governance, using the suggested Framework. Findings – Core technical lessons learned from using the framework are discussed, include the usefulness of using a unified language and tool when studying governance for sustainability in differing types and scales of case study organisations. Research limitations/implications – As with other exploratory research, it reckons the convenience for further development and testing of the proposed tools to improve their reliability and robustness. Practical implications – A final conclusion suggests that the suggested tools offer a useful heuristic path to learn about governance for sustainability, from a VSM perspective; the learning from each organisational self-transformation regarding governance for sustainability is insightful for policy and strategy design and evaluation; in particular the possibility of comparing situations from different scales and types of organisations. Originality/value – There is very little coherence in the governance literature and the field of governance for sustainability is an emerging field. This piece of exploratory research is valuable as it presents an effective tool to learn about governance for sustainability, based in the “Methodology for Self-Transformation”; and offers reflexions on applications of the methodology and the tool, that contribute to clarify the meaning of governance for sustainability in practice, in organisations from different scales and types

Mergers and Acquisitions: revisiting the human factor in the light of a knowledge-based view of the firm and complexity theory

An ongoing argument in the MetA literature is that the human factor has an important impact on the outcome of those operations. Analysis of the HR integration has identified human factors that play an inhibiting role on post-acquisition performance, particularly cultural and organisational mismatch, resistance to change and poor level of strategic integration planning. Yet, less is known about the role of the human factor in the organisational dynamics, which is at work when merging two autonomous entities, and the related impact on performance. The aim of the paper is to study ways of exploring the relationship between the human factor and post-acquisition performance, in discussing possible contributions from a knowledge-based view of the firm (KBV) and complexity theory.

Decomposability and modularity of economic interactions

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