From the Publisher:
This is the first comprehensive introduction to multiagent systems and contemporary distributed artificial intelligence. The book provides detailed coverage of basic topics as well as several closely related ones and is suitable as a textbook. The book can be used for teaching as well as self-study, and it is designed to meet the needs of both researchers and practitioners. In view of the interdisciplinary nature of the field, it will be a useful reference not only for computer scientists and engineers, but for social scientists and management and organization scientists as well.

Multiagent Systems : A Modern Approach to Distributed Artificial Intelligence

The purpose of this perspective paper is to advance understanding of absorptive capacity, its underlying dimensions, its multilevel antecedents, its impact on firm performance, and the contextual factors that affect absorptive capacity. Twenty years after the Cohen and Levinthal 1990 paper, the field is characterized by a wide array of theoretical perspectives and a wealth of empirical evidence. In this paper, we first review these underlying theories and empirical studies of absorptive capacity. Given the size and diversity of the absorptive capacity literature, we subsequently map the existing terrain of research through a bibliometric analysis. The resulting bibliometric cartography shows the major discrepancies in the organization field, namely that (1) most attention so far has been focused on the tangible outcomes of absorptive capacity; (2) organizational design and individual level antecedents have been relatively neglected in the absorptive capacity literature; and (3) the emergence of absorptive capacity from the actions and interactions of individual, organizational, and interorganizational antecedents remains unclear. Building on the bibliometric analysis, we develop an integrative model that identifies the multilevel antecedents, process dimensions, and outcomes of absorptive capacity as well as the contextual factors that affect absorptive capacity. We argue that realizing the potential of the absorptive capacity concept requires more research that shows how “micro-antecedents” and “macro-antecedents” influence future outcomes such as competitive advantage, innovation, and firm performance. In particular, we identify conceptual gaps that may guide future research to fully exploit the absorptive capacity concept in the organization field and to explore future fruitful extensions of the concept.

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PERSPECTIVE---Absorbing the Concept of Absorptive Capacity: How to Realize Its Potential in the Organization Field

We shall assume that the objectives of a society are embodied in a certain social choice rule. A social choice rule (SCR) selects a set of feasible social states for each possible configuration of individual preferences and other characteristics. One interprets the choice set as the set of welfare optima. For example, given an Arrow social welfare function which embodies individual preferences in a social ordering, then a natural social choice rule is derived by maximizing this social ordering over the feasible set. Alternatively, the Pareto rule is the social choice rule which selects all Pareto efficient states, given individual preferences and the feasible set. These are two particular social choice rules which have received much attention, but our discussion will cover social choice rules in general. If the relevant characteristics of individual agents, such as preferences, happen to be publicly known, then the social choice rule can be implemented trivially because the choice set itself is known. The problem of incentive compatibility arises precisely because these characteristics are not known by the planner a priori. The planner may attempt to learn characteristics directly by asking agents to reveal them. In general, however, if the agents realize how the information they reveal is to be used, they will have an incentive to misrepresent. Then the task of the planner in implementing the social choice rule is more difficult. Obviously, he must use a planning mechanism of some kind, whose outcomes are possible social states. We shall assume that, when he devises the mechanism, the planner knows what social states are feasible, so that he can ensure that the final outcome is feasible. (See, however, Hurwicz, Maskin and Postlewaite (1978), which considers the more general problem where feasibility itself depends on unknown characteristics.) The planner, however, relies on signals from the individual agents to help him implement the social choice rule. It is assumed that each individual agent sends his own signal. The planner's mechanism is then a rule which specifies a social state for each list of signals sent by the individual agents. It is assumed that each agent knows the precise form of the mechanism the planner is using. Then each agent realizes that he is involved in a game, because the outcome of the mechanism depends on the signals which he and all the other

/pdf/the-implementation-of-social-choice-rules-some-general-3qlo7vq37p.pdf

The Implementation of Social Choice Rules: Some General Results on Incentive Compatibility

This paper proposes a new mechanism for combinatorial assignment—for example, assigning schedules of courses to students—based on an approximation to competitive equilibrium from equal incomes (CEEI) in which incomes are unequal but arbitrarily close together. The main technical result is an existence theorem for approximate CEEI. The mechanism is approximately efficient, satisfies two new criteria of outcome fairness, and is strategyproof in large markets. Its performance is explored on real data, and it is compared to alternatives from theory and practice: all other known mechanisms are either unfair ex post or manipulable even in large markets, and most are both manipulable and unfair.

The Combinatorial Assignment Problem: Approximate Competitive Equilibrium from Equal Incomes

The notion that firms can improve their innovativeness by tapping users and customers for knowledge has become prominent in innovation studies. Similar arguments have been made in the marketing literature. We argue that neither literatures take sufficient account of firm organization. Specifically, firms that attempt to leverage user and customer knowledge in the context of innovation must design an internal organization appropriate to support it. This can be achieved in particular through the use of new organizational practices, notably, intensive vertical and lateral communication, rewarding employees for sharing and acquiring knowledge, and high levels of delegation of decision rights. In this paper, six hypotheses were developed and tested on a data set of 169 Danish firms drawn from a 2001 survey of the 1,000 largest firms in Denmark. A key result is that the link from customer knowledge to innovation is completely mediated by organizational practices.

/pdf/linking-customer-interaction-and-innovation-the-mediating-40923v00pl.pdf

Linking Customer Interaction and Innovation: The Mediating Role of New Organizational Practices

https://www.jstor.org/stable/info/1911385

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