This is a NetLogo 7.0.1 agent-based model of interdependent team productivity under O-ring production logic. The model asks when collective problem-solving capacity (CPS) improves team output and when its effect is constrained by trust, burnout, specialization diversity, weak-link quality, and team-formation rules. Agents are heterogeneous in skill, CPS, trust, burnout, effort, learning rate, openness, specialization, adaptability, and aspiration. Each tick forms temporary teams, computes individual contribution quality, combines contributions through a geometric O-ring production function with an explicit weakest-link term, records output and success, and updates agents through feedback, learning, trust change, burnout, recovery, and turnover. The paper follows the ODD protocol, reports exact implementation equations, and analyzes six BehaviorSpace experiments with 50 stochastic repetitions per condition. Scenario results show that CPS is beneficial but not sufficient: productivity is highest when CPS is combined with trust, low burnout, effective coordination, and a reliable weakest-link floor. Diversity yields only modest gains at low CPS but larger gains when CPS is high. Formation-mode results are especially informative because mixed CPS-skill formation maximizes total output, whereas random formation has the highest binary success rate, showing that output magnitude and threshold success can diverge. The study contributes a transparent computational mechanism linking collective intelligence with O-ring production and identifies boundary conditions under which high-CPS teams can still be limited by weak links and interdependence.

Previous research on organizations often focuses on either the individual, team, or organizational level. There is a lack of multidimensional research on emergent phenomena and interactions between the mechanisms at different levels. This paper takes a multifaceted perspective on individual learning and autonomous group formation and turnover. To analyze interactions between the two levels, we introduce an agent-based model that captures an organization with a population of heterogeneous agents who learn and are limited in their rationality. To solve a task, agents form a group that can be adapted from time to time. We explore organizations that promote learning and group turnover either simultaneously or sequentially and analyze the interactions between the activities and the effects on performance. We observe underproportional interactions when tasks are interdependent and show that pushing learning and group turnover too far might backfire and decrease performance significantly.

Scilab version of an agent-based model of societal well-being, based on the factors of: overvaluation of conspicuous prosperity; tradeoff rate between inconspicuous/conspicuous well-being factors; turnover probability; and individual variation.

This model introduces individual bias to the model of exploration and exploitation, simulates knowledge diffusion within organizations, aiming to investigate the effect of individual bias and other related factors on organizational objectivity.

The purpose of the model presented by Glance et al is to study the ‘contribute vs. free-ride’ dilemma present in organizations.