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Design Versus Cognition: the Interaction of Agent Cognition and Organizational Design on Organizational Performance

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The performance of organizations with different structures are examined using multiple computer simulation models, experimental data, and archival data focused on the relation between the way in which the organization is coordinated and its performance. These variations enable the exploration of the role of agent capabilities, and the way in which agent capability and coordination interact to effect performance. Both micro and macro organizational behavior are examined. Results suggest that simpler models of agents are needed at macro levels and more detailed, more cognitively accurate models are needed at micro or small group levels, to generate the same predictive accuracy.

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  • Kathleen Carley & Michael J. Prietula & Zhiang (John) Lin, 1998. "Design Versus Cognition: the Interaction of Agent Cognition and Organizational Design on Organizational Performance," Journal of Artificial Societies and Social Simulation, Journal of Artificial Societies and Social Simulation, vol. 1(3), pages 1-4.
    • Handle: RePEc:jas:jasssj:1998-7-1
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    1. Zhiang Lin & Kathleen Carley, 1993. "Proactive or Reactive: An Analysis of the Effect of Agent Style on Organizational Decision‐making Performance," Intelligent Systems in Accounting, Finance and Management, John Wiley & Sons, Ltd., vol. 2(4), pages 271-287, December.
    2. Kathleen M. Carley & Zhiang Lin, 1997. "A Theoretical Study of Organizational Performance Under Information Distortion," Management Science, INFORMS, vol. 43(7), pages 976-997, July.
    3. Kathleen Carley, 1992. "Organizational Learning and Personnel Turnover," Organization Science, INFORMS, vol. 3(1), pages 20-46, February.
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    Cited by:

    1. Davide Secchi & Nicole L. Gullekson, 2016. "Individual and organizational conditions for the emergence and evolution of bandwagons," Computational and Mathematical Organization Theory, Springer, vol. 22(1), pages 88-133, March.
    2. Gero Schwenk & Torsten Reimer, 2008. "Simple Heuristics in Complex Networks: Models of Social Influence," Journal of Artificial Societies and Social Simulation, Journal of Artificial Societies and Social Simulation, vol. 11(3), pages 1-4.
    3. Zhiang (John) Lin & Xia Zhao & Kiran M. Ismail & Kathleen M. Carley, 2006. "Organizational Design and Restructuring in Response to Crises: Lessons from Computational Modeling and Real-World Cases," Organization Science, INFORMS, vol. 17(5), pages 598-618, October.
    4. Kathleen M. Carley, 1999. "On generating hypotheses using computer simulations," Systems Engineering, John Wiley & Sons, vol. 2(2), pages 69-77.
    5. Martin Natter & Andreas Mild & Markus Feurstein & Georg Dorffner & Alfred Taudes, 2001. "The Effect of Incentive Schemes and Organizational Arrangements on the New Product Development Process," Management Science, INFORMS, vol. 47(8), pages 1029-1045, August.
    6. Giannoccaro, Ilaria & Pontrandolfo, Pierpaolo, 2009. "Negotiation of the revenue sharing contract: An agent-based systems approach," International Journal of Production Economics, Elsevier, vol. 122(2), pages 558-566, December.
    7. Zhiang Lin, 2000. "Organizational Performance Under Critical Situations—Exploring the Role of Computer Modeling in Crisis Case Analyses," Computational and Mathematical Organization Theory, Springer, vol. 6(3), pages 277-310, September.

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