By Olivier Boissier, Julian Padget, Virginia Dignum, Gabriela Lindemann, Eric T Matson, Sascha Ossowski, Jaime Sichman, Javier Vázquez-Salceda
This e-book constitutes the completely refereed post-proceedings of the overseas Workshop on brokers, Norms and associations for Regulated Multiagent structures, ANIREM 2005, and the overseas Workshop on corporations in Multi-Agent platforms, OOOP 2005, held in Utrecht, The Netherlands in July 2005 as an linked occasion of AAMAS 2005.
This quantity is the 1st in a sequence focussing on concerns in Coordination, corporations, associations and Norms (COIN) in multi-agent platforms. The 17 papers during this quantity are prolonged, revised models of the easiest papers provided on the ANIREM and the OOOP workshops at AAMAS 2005 that have been conscientiously chosen in the course of rounds of reviewing and development. The papers from the 2 workshops were re-grouped round the following topics: modelling, studying and programming organisations, modelling and examining associations, modelling normative designs, in addition to overview and regulation.
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Extra resources for Coordination, Organizations, Institutions, and Norms in Multi-Agent Systems: AAMAS 2005 International Workshops on Agents, Norms, and Institutions for
A team is a compositional construct, which can be composed of any combination of specific individuals (actors and/or agents) and sub-teams. In this compositional approach, no strict hierarchy is enforced: A team may be sub-team of multiple other teams, and similarly an individual may be a team-member of multiple teams. With this approach we intend to model dynamic organizational structures – although this needs further research to understand the limitations. The work by  and  are examples of a formal approach to model organizations and their dynamics.
At this point, it is not important how this management process is realized by specific team-members; multiple options exist and will be explored in future research. On the one hand, team management is responsible for real-time dynamic (re)scheduling of allocation of tasks to humans and agents in order to solve problems given certain goals. On the other hand, there is the responsibility for acquiring and analyzing relevant status information of all members including their effectiveness, and changes of their effectiveness over time.
External managers may fulfill this role as they may have more complete organizational awareness), by proximity in the environment (an opportunistic approach), or by searching in databases (yellow pages) and by ‘word of mouth’. In the third example scenario, an external manager coordinates collective actions of multiple teams. For example, the team management of the current team (team 1) considers its team to be sufficiently effective, and reports this to its external manager. However, the external manager (which may be a team by itself) is also informed by another team (team 2) that team 2 is currently significantly reduced in effectiveness Towards Sustained Team Effectiveness 43 because of a skill-set deficiency.
Coordination, Organizations, Institutions, and Norms in Multi-Agent Systems: AAMAS 2005 International Workshops on Agents, Norms, and Institutions for by Olivier Boissier, Julian Padget, Virginia Dignum, Gabriela Lindemann, Eric T Matson, Sascha Ossowski, Jaime Sichman, Javier Vázquez-Salceda