The comparison of mental models of dynamical systems can help understanding they way individuals understand dynamic situations and how their understanding changes. Current approaches like the Distance Ratio and the Closeness Ratio have been criticized for not taking into account feedback loops and delays; an improved comparison method has been proposed, specifying an Element Distance Ratio, Loop Distance Ratios and a Model Distance Ratio. We are advancing in the automation of the computations in order to take this burden away from analysts. This paper describes the essential computations. It briefly presents the comparison method for the different ratios. Then it introduces the conceptual architecture of the software tool, its main data structures and algorithms. The tool shall be put to use in mental model research.
This paper deals with the representation of the structure of mental models of dynamical systems (MMDS). Systems are dynamical if their present output depends on past input. Available research about mental models has most often accounted only for aspects which have the capability to form a static mental model-i.e., simple variables, common links, and their polarity. The properties which translate such models into dynamical mental models are feedback loops and delays. Not many mental model studies have accounted for them up to now. The contribution of this paper is twofold: First, we elaborate the structural content of a MMDS-the conceptual structure. And second, we use this conceptual structure to enrich the seminal definition of a MMDS. Based on a current overview of research about MMDS, we lay out paths for further research.
Research on ambidexterity suggests that managers should place equal emphasis on exploitation and exploration activities. Based on system dynamics modeling, we were able to support the general ambidexterity hypothesis that a decision-making focus favoring either exploitation or exploration at the expense of the other yields negative outcomes. However, our findings challenge the assumption that an equal emphasis on the two activities is most beneficial. Instead, we find that managers' operational decisions biased towards exploitation lead to higher long-term profits than an identical preference for exploitation and exploration. Such a bias generates higher profits in the short run, leads to higher disposable funds for future investments, and increases available resources for both exploitation and exploration in the long run.
