Chaos and Complexity in Organizations

Kyle Fahrbach and I modeled how people influence one another and choose with whom to interact. The combination of these processes can generate a range of equilibria characteristic of the complex system of organizational culture. See

Frank, K.A., & Fahrbach, K. 1999. "Organizational Culture as a Complex System: balance and Information in Models of Influence and Selection." Special issue of Organization Science on Chaos and Complexity, Vol 10, No. 3, pp. 253-277.

Later Ran Xu and I extended to account for different types of exogenous shocks:

*Frank, K.A., *Xu, Ran, Penuel, W.P. 2018. Implementation of Evidence Based Practice in Human Service Organizations: Implications from Agent-Based Models. Journal of Policy Analysis and Management. 37(4): 4867-895. *Co-equal first authors.

Xu, R, and Frank, K. A. 2016. The Implications for Network Structure of Dynamic Feedback between Influence and Selection. In International Conference on Social Computing, Behavioral-Cultural Modeling, and Prediction. Springer International Publishing.

See also:

Frank, K.A., Kim, C., and Belman, D. 2010. “Utility Theory, Social Networks, and Teacher Decision Making.” Pages 223-242 in Alan J. Daly editor. Social Network Theory and Educational Change. Cambridge: Harvard University Press.

Frank, K.A., Lo, Y., Booth, G.G., Kallunki, J.P. 2019.The Market Dynamics of Socially Embedded Trading. Rationality and Society. Vol 3(2): 153-181