Multi-agent Modeling and Analysis for E-Commerce Transaction Network Based on CAS Theory

In this paper, analyzed the characteristic of E-Commerce Transaction Network --indetermination, non- linearity, complexity, variety, discreteness, dynamic from the point of view of system, suggested that the modeling and simulation for E-Commerce Transaction Network would simulation for queuing, inventory and network. Complex adaptive system (CAS) theory is used to analyze the e-commerce system and the concept of e-commerce transaction network is proposed. The concepts of degree centrality and between's centrality in social network analysis are used to analyze the derived 1-mode networks, and the positions of the buyers, sellers and products in the transaction network can be determined visually.

PurposeThe aim is to investigate the state of complex adaptive system (CAS) theory in the organizational theory literature and to provide a map for future studies of CAS theory.Design/methodology/approachAbstracts were searched via electronic database and a range of recently published (1996‐2004) books and articles were identified that contained a relatively concise description of CAS. Content analysis is used to deconstruct the CAS descriptions into “component concepts.” Those concepts are analyzed from multiple viewpoints.FindingsThere is no single, shared, sense of CAS theory. Differing understandings of CAS theory are identified based on “expert version” and “most popularly identified concepts.” Also, differences and similarities are identified between an “academic” version of CAS and a version developed by those who are influenced by both academic learning and practical experience.Research limitations/implicationsStudy is limited to concise definitions of CAS, so could be improved by including more lengthy conversations. Additionally, study is limited to organizational theory, so may be less applicable in other disciplines.Practical implicationsWhen working within a CAS framework, academics should specify their CAS perspective to improve clarity of their work. When using a CAS framework to study organizations, researchers should include a comprehensive suite of concepts. Though not described in depth, no effective application of CAS for organizational change were found.Originality/valueFor those who study CAS theory and theory of theory, this paper provides an important benchmark by identifying a bifurcation in the evolution of CAS theory.

This doctoral thesis is centered around an Action Research inquiry aimed at revamping the ethics advisory practice at Dealers R’Us Ltd., an automotive management consulting firm located in Ontario, Canada. The inquiry occurred in four phases and over two action cycles. In Phase I, a semi-structured questionnaire administered to eighty automotive dealers and salespeople at four client organizations suggested that the firm’s ethics consulting practice was not adaptive to varied situational contexts and unpredictable changes in the regulatory domain. This resulted in abysmal ethical compliance rates, regulatory fines, and general client dissatisfaction. A thematic analysis of open-ended responses provided by respondents yielded five broad themes - knowledge gaps, organizational structure, interpersonal relationships, internal collaboration, and service design. The objective of this interventive research is to create an agile ethics advisory practice through the generation of actionable knowledge that addresses the aforementioned thematic angles. By leveraging the emancipatory capacity of social constructivism in Phase II, an internal focus group comprising of fifteen stakeholders, utilized Soft System Methodology, an Action Research approach to elucidate the organizational problem. The structured inquiry culminated in the first cycle of remedial actions with implications for the firm’s personnel, internal politics, corporate structure, and go-to-market strategy. In Phase III, organizational outcomes were validated internally and externally through the reflexive analysis of data collected with semi-structured questionnaires and focus group interviews in the post-intervention era. Open-ended responses were explored using thematic analysis. Due to the small size of the firm, a total population sampling strategy was adopted within the organization encompassing all twenty internal stakeholders. Critical case data sampling was carried out at a representative client site in a test case ethical compliance consulting project that involved twenty-eight external stakeholders. In the post-intervention survey, 87% of the external respondents agreed that Dealers R’Us’ ethics and ethical compliance program became responsive to varied and evolving ethical compliance needs in Ontario’s automotive retail industry. In contrast, only 16% of survey respondents agreed with the same statement in the pre-intervention phase. This outcome resulted from a reduction in consultant knowledge gaps; a transition from a hierarchical functional organizational structure to a matrix structure comprised of interdisciplinary teams; a deliberate focus on improving interpersonal relationships between consultants; the equalization of power within the firm and a service redesign effort that entailed the field colocation of interdisciplinary teams. In Phase IV, this outcome informed a second action cycle geared towards an entrenchment of the transformative research agenda. Based on agreements in management literature, I conceptualized agility using ideas from Complex Adaptive Systems (CAS) theory including self-organization and spontaneous emergence. Other applied theories include Social Identity Theory and Contingency Theory. The results obtained challenge the traditional approach to ethics consulting. They inspired the development and recommendation of a Conceptual Framework for Agile Ethics Consulting to the firm. This original contribution to ethics advisory practice and consulting literature codifies relevant agility drivers, enablers, capabilities and practices. Foundational recommendations border on data proximity, selective contingency, the establishment of active feedback loops, incremental solution execution; the attainment of a common internal identity and the incentivization of strong interpersonal bonds within the firm. For automotive dealerships, this inquiry provides accessibility to custom-tailored ethical compliance programs, higher compliance rates and the mitigation of risks and liabilities resulting from non-compliance. In a reflective manner, I draw conclusions on the post-intervention status of the ethics practice under review based on CAS theory metrics. In addition to taking stock of my scholar-practitioner experience, I also discuss transitions in my leadership philosophy. The small size of Dealers R’Us translates into a relatively small sample size. This is a research limitation that must be considered when interpreting the outcomes of this research. The collection of data from external sources at different intervals and the utilization of multiple dialectics afforded by Soft System Methodology helped to seek out disconfirming evidence and mitigate this limitation. The infancy of the proposed conceptual framework makes it an appropriate target for future research and validation.

This paper presents a new significance for an old method by describing the theory-method fit between complex adaptive systems (CAS) theory and ethnography. Using an example from an ethnographic study of intergroup conflict in joint product development, this paper supports the argument that doing ethnography is necessary to find and analyze empirical evidence for what CAS theory illuminates about the social world. I extend this argument by discussing its importance for communication research. A key question for communication researchers is how system-level events in complex social systems are grounded in and produced by local interactions among individuals. This paper describes and illustrates some important insights that researchers can gain into this question by paying attention to the parallels between CAS theory and ethnography in the investigations of complex communicative phenomena.

This article applies complex adaptive system (CAS) theory to research the growth path of OEM upgrades to OBM, and points that growth path of OEM upgrades to OBM is a complex adaptive system, analyzes the complex adaptive system features of OEM upgrades to OBM; and then researches the interaction between agents, open, tagging, diversity, self-organization and so on aspects of the system, and further discuss the growth path of OEM upgrades to OBM.

Introduction: Attempts to understand the emergence of integrated care using traditional approaches provide limited insights. Increasingly, scholars are applying complex adaptive systems (CAS) theory to explain the implementation of integrated care policies and interventions. A CAS perspective suggests that integrated care efforts designed to support sensemaking, which allows staff to give meaning to their experience and efforts, self-organizing, and adaptive approaches are more likely to be successful than efforts which are more ‘mechanistic’ and ‘linear’. We examined the implementation of the ‘Health Links’ (HLs), a provincial integrated care initiative in Ontario, Canada. Launched in 2012, there are currently 82 operational HLs, consisting of voluntary partnerships among organizations aimed at improving care for the top 5% of health system users in terms of costs. The HLs were introduced in a ‘low rules’ policy framework to stimulate grass-roots networks and approaches. In this study, we explored the extent to which this approach has generated interconnections, sensemaking, self-organization, emergence and coevolution, key aspects of CAS. Theory/Methods: We used key terms from CAS theory to deductively code transcripts from 37 interviews conducted in 2014/2015 with managers and clinicians from 24 HLs in all 14 regional health authorities in Ontario. Two reviewers coded a subset of interview data, in duplicate, that had been coded as addressing CAS themes in an earlier study. Results: Health Links generated novel interconnections between organizations and professionals across health and social services. These interconnections stimulated sensemaking, as individuals came together to understand, interpret, and adapt the initiative within their own contexts. Several self-organizing processes were identified as staff designed, tested and refined their structures and processes, and at the regional level where some regions standardized HLs within their borders. Despite enthusiasm for the ‘low-rules’ environment, some participants struggled with the lack of guidance or consistency from the province, and all agreed that some standardization was necessary. Early signs of emergence and co-evolution were identified, however, many HLs were still in early stages of implementation. Discussions: Our results show that a flexible policy environment encouraged interconnections, sensemaking, and self-organization among actors in the system. However, there were different capacities and preferences for self-organizing, and limits to what could be achieved through self-organization. Successful implementation required leadership and some operational consistency across HLs. Barriers to self-organization persisted in the form of pre-existing organizational and regional regulations. Conclusions: A ‘low-rules’ integrated care policy can generate novel interconnections, adaptive sensemaking, and productive self-organization among actors. Lessons learned: Operationalizing CAS theory domains is challenging and requires clarification of definitions and the level of analysis. Limitations: As a qualitative study, the results are limited in their generalizability. Interviews were conducted within three years of HLs launch and are limited to the initial implementation. Suggestions for future research: Future research should develop clear and applied definitions of CAS domains to support empirical studies of complexity dynamics in integrated care.

Learning in organizations, and the competence the organization thereby obtains for performing its core tasks, has come into ever sharper focus when attempts have been made to explain the degree of competitiveness of companies. Much learning takes place when people interact, converse, or co-act. In their research, the current authors have found themselves in need of a new concept, relatonic, that can be applied to the study of interaction and relations at organizational level. To focus interactions and relations is important for all organizations, and extra important for networked and virtual organizations, where persons not as often meet naturally just by working close to each other. The authors have defined and used the concept on the basis of their respective theoretical platforms. These concern recent thinking within the theories of workplace learning (WPL) and organization pedagogics (Döös, 2004, 2007) and theories of complex adaptive systems (CAS) (Backström, 2004). The possibility of a joint definition of the concept of relatonics has been explored (Backström & Döös, 2005), thereby initiating integration of parts of the theories of WPL and CAS. Next, in the Background, follows the joint definition of relatonics and the concept relatonic is expounded from a CAS perspective. Thereafter, follows a description of practical implications of relatonics. The aim is to describe the importance of relatonics for networked and virtual organizations. The main underlying problem concerns which opportunities for everyday learning and competence development are offered in working life, both at an individual and organizational level, but also the problem of stabilizing and integrating organizations composed of relatively autonomous parts.

PurposeThe purpose of this study was to advance the knowledge of pharmaceutical supply chain (PSC) resilience using complex adaptive system theory (CAS).Design/methodology/approachAn exploratory research design, which adopted a qualitative approach was used to achieve the study’s research objective. Qualitative data were gathered through 23 semi-structured interviews with key supply chain actors across the PSC in the UK.FindingsThe findings demonstrate that CAS, as a theory, provides a systemic approach to understanding PSC resilience by taking into consideration the various elements (environment, PSC characteristics, vulnerabilities and resilience strategies) that make up the entire system. It also provides explanations for key findings, such as the impact of power, conflict and complexity in the PSC, which are influenced by the interactions between supply chain actors and as such increase its susceptibility to the negative impact of disruption. Furthermore, the antecedents for building resilience strategies were the outcome of the decision-making process referred to as co-evolution from a CAS perspective.Originality/valueBased on the data collected, the study was able to reflect on the relationships, interactions and interfaces between actors in the PSC using the CAS theory, which supports the proposition that resilience strategies can be adopted by supply chain actors to enhance this service supply chain. This is a novel empirical study of resilience across multiple levels of the PSC and as such adds valuable new knowledge about the phenomenon and the use of CAS theory as a vehicle for exploration and knowledge construction in other supply chains.

Background/Objectives: This article explores the theoretical and practical implications of the meaning of thinking, living, and acting within the framework of nursing in Complex Adaptive Systems. The Nursing Theory of Complex Adaptive Systems is grounded in the principles of Complex Adaptive Systems (CASs). It seeks to offer a new paradigm for nursing practice that addresses healthcare’s dynamic and evolving nature. Methods: The Nursing Theory of Complex Adaptive Systems represents a new nursing paradigm capable of addressing the challenges of a constantly evolving healthcare environment. This theory promotes personalized care plans adaptable to patients’ changing needs by emphasizing a holistic and interactive approach to care. Results: It also underscores the importance of interprofessional collaboration and effective communication in improving the quality of care. The Nursing Theory of Complex Adaptive Systems has significant implications for nursing practice, education, and research. Conclusions: It provides a robust framework for developing adaptive and resilient nursing practices that can respond to the complexities of modern healthcare. By integrating the principles of CASs into nursing, the Nursing Theory of Complex Adaptive Systems fosters a more flexible, interdependent, and holistic approach to patient care, ultimately enhancing patient outcomes and improving healthcare systems. This theory has practical applications in various healthcare settings, offering a framework for personalized and adaptable care plans that respond to the dynamic needs of patients while improving overall system efficiency. Future research should focus on the empirical validation of the Nursing Theory of Complex Adaptive Systems and its practical implementation in various healthcare settings.

This paper explores the dynamic nature of financial markets through the lens of complex adaptive systems (CAS) theory, aiming to provide a comprehensive understanding of how financial markets deviate from the Efficient Market Hypothesis in extreme events such as bubbles and crashes. Traditional economic models often struggle to capture the intricate dynamics of 'self-organizing' financial markets, particularly the interaction between supply and demand in the face of evolving risks. CAS theory offers a promising framework for modeling asset prices, emphasizing the interconnectedness and adaptability of various agents within the system. The literature review highlights the significance of CAS theory in understanding the collective adaptation that emerges from interactions among heterogeneous agents. Notably, researchers such as Holland (1995) and Axelrod (1997) have demonstrated how simple agent-level rules can lead to sophisticated, self-organizing behaviors at the system level, resulting in more efficient outcomes. This paper also discusses the pivotal role of financial engineering in enhancing the adaptive capacity of socioeconomic systems under extreme stress. In an increasingly unpredictable world characterized by natural disasters, economic crises, and other unforeseen events, risk management serves as a vital mechanism for volatility mitigation and financial protection. By spreading risk collectively through hedging strategies, financial engineering not only provides portfolio security but also contributes to the resilience of financial and economic systems. By merging insights from CAS theory and the role of financial engineering in increasing adaptive capacity, this paper contributes to a more comprehensive understanding of the risk dynamics in financial markets impacting economic activities. Financial engineering tools mitigate negative shocks and reduce the severity of recessionary cycles. An attempt is made to explain how collective adaptation can lead to more efficient risk management and pricing, ultimately helping policymakers, fund managers, and researchers navigate the complexities of modern financial markets and fortify socioeconomic systems against extreme stressors.

PurposeThe authors explore complex adaptive systems (CAS) theory as an updated theoretical perspective for managing product returns that better matches the chaotic nature of recent consumer behaviors. CAS theory highlights the importance of agents who create and self-organize to help systems adapt in unpredictable environments.Design/methodology/approachThis research utilizes data collected from return managers in an online survey and applies regression analyses to estimate the influence of the focal variables.FindingsEmpirical evidence of the firm flexibility–firm adaptability link is established, and return processor creativity positively relates to this link. The firm flexibility–firm adaptability link fully mediates the relationship between return processor creativity and returns management performance and partially mediates the relationship between return processor creativity and relationship quality. Nonmediated effects were observed for turnover and revenue size.Practical implicationsManagers of returns who embrace an adaptability approach become facilitators of returns by supporting processor creativity. Enhancing the autonomy of processors in their day-to-day work increases the knowledge-creation capabilities of the firm, which helps the firm move forward and adapt in an uncertain environment.Originality/valueThis research presents empirical evidence of the underlying mechanisms of CAS theory in the product returns context by studying processor agents and argues that CAS theory better fits the current dynamics of the product returns environment. Further, this paper extends work by Espinosa et al. (2019) and Nilsson (2019) by studying how a specific human characteristic – creativity – impacts product returns management.

The evolution of the technology standard alliance (TSA) is examined using complex adaptive system (CAS) theory. Taking TSA as a dynamic CAS, an echo model is constructed to depict the mechanism of its evolution, and a model is simulated on the NetLogo platform. The echo model includes a basic model, an extended model, and a three-layer echo model. The adhesive aggregation of agents is explained, and the three evolutionary stages of agents’ entry, migration, and exit are analyzed. Moreover, the adaptability of agents in TSA is quantified. The results of simulation show the evolution of the TSA in relation to the two aspects of agent adhesion aggregation and agent resource interaction, and they demonstrate the dynamic and complex hierarchical structure of the TSA system. It is proposed that greater matching ability, moderate behavior income, and lower behavior cost are more conducive to the evolution and development of TSA. Additionally, the echo model is reconstructed to expand the range of application of CAS theory.

PurposeWith the rapid spread of COVID-19 across the world, the consideration of effective communication strategies from Wuhan can provide valuable insight to other countries in how to manage their risk response. This study analyzes the building of a risk communication system in Wuhan, China, to aid cross-country comparison from a policy and academic perspective.MethodsWe use complex adaptive systems theory (CAS) to theorize the communication strategy adopted by the government – led by the Hubei Province COVID-19 Epidemic Prevention and Control Headquarters. Using ethnographic fieldwork and discourse analysis, we observed and analyzed the online and offline communication process to formulate an overview of the communications platforms used in Wuhan.ResultsWuhan’s adaptive crisis communication system was backed by digital and offline infrastructure, human resources support, policy development, as well as access to scientific and technological expertize. The Wuhan municipal government adapted its communication strategy in response to public feedback, and created mechanisms to ensure that two-way communication was used to drive policy and integrate feedback from the government, enterprises, social organizations and the public. Wuhan’s risk and crisis communication strategy aimed to meet emergency commitments, recover trust, regulate the public’s emotions and build consensus, operating within a complex adaptive system (CAS).ConclusionBy using complex adaptive system (CAS) theory, we argue that Wuhan quickly built an adaptive communication system consisting of five elements: 1) non-linear information output, 2) online and offline continuous support systems, 3) a public emotional support system, 4) multi-subject information interaction platforms and 5) a context-based approach.

Complex adaptive systems (CAS) theory is gaining mainstream recognition in development policy and management. This article looks to the correlations between development theory and CAS theory to support an argument for the validity of community level development as a complex adaptive system. The article describes some theoretical and practical implications of using CAS theory as a framework for community level development. This includes a call for researchers and practitioners to understand more thoroughly the contextualised nature of development, and the communities in which development interventions are implemented.

Innovation team is an independent and open complex adaptive system, which provides new ideas for recognizing and understanding the inner operating mechanism of innovation teams. This article analyzed the mechanisms of communication and exchange, competition and cooperation, incentive and con-straint as well as the conflict management from the perspective of complex adaptive system. Key words: Innovation team; Complex adaptive system; Operating mechanism