At the end of the previous chapter a model was discussed in which agents needed the diffusion of new information for a purpose: keeping track of their environment. This was a task which they could perform better collectively, via their social network, than they could if they acted independently. But they were vulnerable to herd behaviour, collective mistakes that individuals struggled to correct. This chapter continues the themes of innovation being useful for some task or end, and of agentsí behavioural practices and social network structure having an effect on their ability to perform that task. In particular, performance depends on a balance between exploring new ideas, or generating innovations, and exploiting innovations already found, diffusing them to others. The next chapter will cover models of scientists exploring and exploiting ideas through academic publications. This chapter examines the use of simulation models of the ways in which organisations and the people working in them innovate in their day-to-day activities, what are called models of organisational learning.
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