Inertia and routines are important organizational characteristics affecting organizationsâ evolution. Empirical research has found mixed results concerning the question whether change establishes change routines that make organizations more malleable or whether transformations inhibit further alterations. Reasons for these results are analyzed in this paper by means of a case study of organizational change at the New York Stock Exchange and respective system dynamics modeling. The analysis reveals that there are multiple effects in the explanation of organizational transformations which dynamically interact and become important determinants of change and adaptation. The simultaneous consideration of balancing and reinforcing effects of adaptation, inertia, change routines, and reactions to threat sheds light on the ambiguous empirical results.
In 2005 Mr. Mahmoud Ahmadinezhad won the presidential election campaign and became the new president of Iran. He desired to change deeply most of the usual social and economical rules and policies in Iranâs society. For example, he decided to change the rate of tariff in many kinds of products such as cell phones. Since he has wanted to make Iran an independent country in producing cell phone and also to create some job opportunity, he increased the rate of tariff for imported cell phones and at the other hand many contracts was established with cell phone companies to achieve the high technology of producing or assembling cell phone. So a huge investment was done to make the first Iranian National cell phone. But the cell phone market was shocked by this hasty decision and little by little all of the cell phones in the market were became contraband. In this research we are going to analyze the effect of changing the rate of imported cell phone and also we explain some policies for setting the rate of tariff.
Diffusion problems in general, and innovation diffusion problems in specific, are one of the most frequently revisited issues in system dynamics domain. Although the models used for analyzing specific diffusion problems differ in details, in most cases a set of assumptions is recognized to be common. In this study, we aim to conduct a set of experiments in order to question the validity and potential impact of fundamental assumptions regarding the aggregation and social network structure. First, a generic model focuses on the impact of information dynamics that accompany the diffusion process of an innovation is introduced. The experiments conducted on the aggregate and individual-level versions of the model reveal that the behavior of the system converges to the aggregate model assuming perfect mixing as the network gets denser. Secondly, the change in diffusion levels as a consequence of changing network densities was monotonic. However, direction of change was different for different groups of scenarios tested. In other words, in some cases diffusion level increases as the network gets denser, while in some other cases the opposite is observed.
Project-based industries are among the largest industries in the global economy and project-based organizations are also becoming prevalent in the emerging industries. In a project-based industry, a contract is usually awarded before the goods or services are completely provided by the contractor and contractors routinely compete for contracts under specific project awarding systems. The characteristic of the transactions and contractors reactions to project awarding systems forms unique pattern of market competitive behavior of the project-based industry. This paper demonstrates the market competitive behavior and the problems of the ineffective competition under price-based and qualification-based project awarding systems. Several unanticipated adverse feedback behavioral loops generated from contractors opportunistic bidding are discovered and analyzed. Managerial policy implications to project owners are also discussed and tested through a simulation model.
Environmental problems and solutions are often conceptualised in many different ways by different stakeholders. In order to address behaviour change and move towards more sustainable approaches in stormwater management, there needs to be understanding of and engagement with these differing perspectives. This case study uses cognitive mapping to elicit and transparently capture perceptions on stormwater problems and solution strategies in stormwater management techniques of 31 diverse stakeholders of stormwater management in Twin Streams catchment, Auckland, New Zealand. Three perspectives have been discovered and are synthesized in causal loop diagrams: conventional fixes, low impact solutions and community development.
A system dynamics simulation is presented that models the accumulation of the urban non-point source pollutant zinc from stormwater run-off into an estuary in West Auckland, New Zealand. The boundary and resolution of the model is restricted by available data to a simple structure containing combined inflows and one stock, with no outflow. This is a realistic approximation of system behaviour and mirrors results from other studies in principle. We question the usefulness of such a simulation in its lack to address any socio-ecological processes and concerns. Qualitative modelling is deemed more useful for systemic understanding mandated as part of the transition towards sustainable urban environments.
Since their inception Computer Security Incident Response Teams (CSIRTs) have been afflicted by chronic problems concerning workload, QoS and sustaining their constituency. We have cooperated with one of the oldest CSIRTs to model the most challenging issues. Low- and high-priority incident response cause different problems. In companion papers we dealt with the impact of the exponential growth of low-priority incidents on the CSIRT workload and the effect of high-priority incident response on the CSIRT workload and QoS. Here, we focus on a severe consequence of instabilities in high-priority incident response: problems to retain the internal constituency, i.e, the customer base or community who by its funding enable the existence of the CSIRT. Such an external constituency (people and organizations outside the internal constituency) that are provided with limited services, is unavoidable and even desirable, since security incidents often involve sites outside the internal constituency. But our model indicates that the instabilities in high-priority incident reporting create an imbalance that -- if it persists -- could threaten the very existence of the CSIRT. Our model suggests that a management strategy that reduces the turnover of the most frequent reporters is much better than any attempt to attract a higher number of frequent reporters.