This model is a highly stylized land use model in the Clear Creek Watershed in Eastern Iowa, designed to illustrate the construction of stability landscapes within resilience theory.

The model employs an agent-based model for exploring the victim-centered approach to identifying human trafficking and the approach’s effectiveness in an abstract representation of migrant flows.

In his 2003 book, Historical Dynamics (ch. 4), Turchin describes and briefly analyzes a spatial ABM of his metaethnic frontier theory, which is essentially a formalization of a theory by Ibn Khaldun in the 14th century. In the model, polities compete with neighboring polities and can absorb them into an empire. Groups possess “asabiya”, a measure of social solidarity and a sense of shared purpose. Regions that share borders with other groups will have increased asabiya do to salient us vs. them competition. High asabiya enhances the ability to grow, work together, and hence wage war on neighboring groups and assimilate them into an empire. The larger the frontier, the higher the empire’s asabiya.
As an empire expands, (1) increased access to resources drives further growth; (2) internal conflict decreases asabiya among those who live far from the frontier; and (3) expanded size of the frontier decreases ability to wage war along all frontiers. When an empire’s asabiya decreases too much, it collapses.  Another group with more compelling asabiya eventually helps establish a new empire.

The model simulates agents in a spatial environment competing for a common resource that grows on patches. The resource is converted to energy, which is needed for performing actions and for surviving.

This model is a minimal agent-based model (ABM) of green consumption and market tipping dynamics in a stylised two-firm economy. It is designed as an existence proof to illustrate how weak individual preferences, when combined with habit formation, social influence, and firm price adaptation, can generate non-linear transitions (tipping points) in market outcomes.

The economy consists of:
1) Two firms, each supplying a differentiated consumption bundle that differs in its fixed green share (one relatively greener, one less green).
2) Many households, each consuming a unit mass per period and allocating consumption between the two firms.

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In the face of the COVID-19 pandemic, public health authorities around the world have experimented, in a short period of time, with various combinations of interventions at different scales. However, as the pandemic continues to progress, there is a growing need for tools and methodologies to quickly analyze the impact of these interventions and answer concrete questions regarding their effectiveness, range and temporality.

COMOKIT, the COVID-19 modeling kit, is such a tool. It is a computer model that allows intervention strategies to be explored in silico before their possible implementation phase. It can take into account important dimensions of policy actions, such as the heterogeneity of individual responses or the spatial aspect of containment strategies.

In COMOKIT, built using the agent-based modeling and simulation platform GAMA, the profiles, activities and interactions of people, person-to-person and environmental transmissions, individual clinical statuses, public health policies and interventions are explicitly represented and they all serve as a basis for describing the dynamics of the epidemic in a detailed and realistic representation of space.

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In this model agents meet, evaluate one another, decide whether or not to date, if and when to become sexual partners, and when to break up.

Comparing 7 alternative models of human behavior and assess their performance on a high resolution dataset based on individual behavior performance in laboratory experiments.

A first version of a model that describes how coalitions are formed during open, networked innovation

This version 2.1.0 of the uFunk model is about setting a business strategy (the S in the name) for an organization. A team of managers (or executives) meet and discuss various options on the strategy for the firm. There are three aspects that they have to agree on to set the strategic positioning of the organization.
The discussion is on market, stakeholders, and resources. The team (it could be a business strategy task force) considers various aspects of these three elements. The resources they use to develop the discussion can come from a traditional approach to strategy or from non-traditional means (e.g., so-called serious play, creativity and imagination techniques).
The S-uFunk 2.1.0 Model wants to understand to which extent cognitive means triggered by traditional and non-traditional resources affect the making of the strategy process.