The emergence of cooperation in human societies is often linked to environmental constraints, yet the specific conditions that promote cooperative behavior remain an open question. This study examines how resource unpredictability and spatial dispersion influence the evolution of cooperation using an agent-based model (ABM). Our simulations test the effects of rainfall variability and resource distribution on the survival of cooperative and non-cooperative strategies. The results show that cooperation is most likely to emerge when resources are patchy, widely spaced, and rainfall is unpredictable. In these environments, non-cooperators rapidly deplete local resources and face high mortality when forced to migrate between distant patches. In contrast, cooperators—who store and share resources—can better endure extended droughts and irregular resource availability. While rainfall stochasticity alone does not directly select for cooperation, its interaction with resource patchiness and spatial constraints creates conditions where cooperative strategies provide a survival advantage. These findings offer broader insights into how environmental uncertainty shapes social organization in resource-limited settings. By integrating ecological constraints into computational modeling, this study contributes to a deeper understanding of the conditions that drive cooperation across diverse human and animal systems.

A multithreaded replication of the PPHPC model in Java for testing different ABM parallelization strategies.

This model is an extended version of the matching problem including the mate search problem, which is the generalization of a traditional optimization problem. The matching problem is extended to a form of asymmetric two-sided matching problem.

The TERROIR agent-based model was built for the multi-level analysis of biomass and nutrient flows within agro-sylvo-pastoral villages in West Africa. It explicitly takes into account both human organization and spatial extension of such flows.

Next generation of the CHALMS model applied to a coastal setting to investigate the effects of subjective risk perception and salience decision-making on adaptive behavior by residents.

Load shedding enjoys increasing popularity as a way to reduce power consumption in buildings during hours of peak demand on the electricity grid. This practice has well known cost saving and reliability benefits for the grid, and the contracts utilities sign with their “interruptible” customers often pass on substantial electricity cost savings to participants. Less well-studied are the impacts of load shedding on building occupants, hence this study investigates those impacts on occupant comfort and adaptive behaviors. It documents experience in two office buildings located near Philadelphia (USA) that vary in terms of controllability and the set of adaptive actions available to occupants. An agent-based model (ABM) framework generalizes the case-study insights in a “what-if” format to support operational decision making by building managers and tenants. The framework, implemented in EnergyPlus and NetLogo, simulates occupants that have heterogeneous
thermal and lighting preferences. The simulated occupants pursue local adaptive actions such as adjusting clothing or using portable fans when central building controls are not responsive, and experience organizational constraints, including a corporate dress code and miscommunication with building managers. The model predicts occupant decisions to act fairly well but has limited ability to predict which specific adaptive actions occupants will select.

Explores how social networks affect implementation of institutional rules in a common pool resource.

The model combines the two elements of disorganization and motivation to explore their impact on teams. Effects of disorganization on team task performance (problem solving)

ABMIND, the Agent-Based Model of Individual Psychological Distance, is a modeling framework developed to examine how psychological distance influences environmental protection behavior in coastal farming communities in southern China. Using household survey data and empirically estimated behavioral pathways, the model represents how uncertainty shapes four dimensions of psychological distance, namely temporal, spatial, social and hypothetical distance, and how these dimensions guide protection and degradation decisions. Agents include households, government actors and mangrove ecosystem patches, connected through social networks and ecological feedbacks that affect learning, expectations and perceived benefits. Policy interventions such as rewards, penalties and publicity guidance efforts work by modifying uncertainty and psychological distance rather than directly controlling behavior. ABMIND is implemented as a spatially explicit model following the ODD protocol, and a concise user guide is provided. In developing ABMIND we introduce a structured validation workflow that links statistical mediation analysis with simulation-based diagnostics, allowing empirical cognitive mechanisms to be systematically embedded and tested within the ABM. This integrated approach strengthens the credibility of psychological-mechanism models and supports their use in policy evaluation. The framework offers a methodological platform for integrating cognitive mechanisms into agent-based environmental behavior modeling and for evaluating policy strategies that support ecosystem protection.
Model paper:
ABMIND: An empirically informed agent-based model of psychological distance and environmental protection behaviour
Ecological Modelling
https://doi.org/10.1016/j.ecolmodel.2026.111700

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.