Managing Complexity: Insights, Concepts, ApplicationsDirk Helbing Springer, 13/10/2007 - 393 páginas Each chapter in Managing Complexity focuses on analyzing real-world complex systems and transferring knowledge from the complex-systems sciences to applications in business, industry and society. The interdisciplinary contributions range from markets and production through logistics, traffic control, and critical infrastructures, up to network design, information systems, social conflicts and building consensus. They serve to raise readers' awareness concerning the often counter-intuitive behavior of complex systems and to help them integrate insights gained in complexity research into everyday planning, decision making, strategic optimization, and policy. Intended for a broad readership, the contributions have been kept largely non-technical and address a general, scientifically literate audience involved in corporate, academic, and public institutions. |
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... profits have reached a critical value and some companies will die. This will reduce the competitive pressure among the remaining companies and increase the profits again. As a consequence, new competitors will enter the market, which ...
... profit from complementary knowledge and ideas. The actual performance, however, sensitively depends on the organization of information flows, i.e. on who can communicate with whom. If communication is unidirectional, for example, this ...
... profit from alternative information paths and “small-world” effects [34]. Note that the spontaneous formation of hierarchical structures is not untypical in social systems: Individuals form groups, which form companies, (a) (b) (c) ...
... profit from the regulations or exploit them. 2.4 Faster Is Often Slower Another common mistake is to push team members to their limits and have machines run at maximum speed. In many cases, this will not maximize productivity and ...
... profits from variety and fluctuations (“mutations”). Uniformity, i.e. if everybody behaves and thinks the same, will lead to a poor adaptation to changing environmental or market conditions. In contrast, a large variety of different ...
Índice
1 | |
18 | |
Managing Autonomy and Control in Economic Systems | 37 |
The Illusion of Control | 57 |
Benefits and Drawbacks of Simple Models for Complex | 89 |
Coping with Nonlinearity and Complexity | 119 |
Repeated Auction Games and Learning Dynamics | 137 |
Decentralized Approaches to Adaptive Traffic Control | 177 |
Stefano Battiston Domenico Delli Gatti Mauro Gallegati 219 | 241 |
Bootstrapping the Long Tail in Peer to Peer Systems | 262 |
Complexity in Human Conflict | 303 |
Fostering Consensus in Multidimensional Continuous Opinion | 321 |
MultiStakeholder Governance Emergence | 335 |
Evolutionary Engineering of Complex Functional Networks | 350 |
Julian Sienkiewicz Agata Fronczak Piotr Fronczak Krzysztof | 369 |
Index | 389 |
Arne Kesting Martin Schönhof Stefan Lämmer Martin Treiber | 201 |
Trade Credit Networks and Systemic Risk | 218 |
Outras edições - Ver tudo
Managing Complexity: Insights, Concepts, Applications Dirk Helbing Pré-visualização indisponível - 2007 |
Managing Complexity: Insights, Concepts, Applications Dirk Helbing Pré-visualização indisponível - 2010 |