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Organizational Principles for Multi-Agent Architectures

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  • © 2005

Overview

Authors:
  1. Chris Aart

    1. Acklin B.V., PA Waalwijk, The Netherlands

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  • Introduction of several human organizational principles into multi-agent architecture
  • Use of industry-strength business cases in the logistics and insurance domain
  • Multi-disciplinary research, taking into account multi-agent organizations, coordination mechanisms, agent models and message content ontologies

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Table of contents (7 chapters)

  1. Front Matter

    Pages i-ix
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  2. Introduction

    Pages 1-7

  3. Agent Organization Framework

    Pages 9-41

  4. Coordination Strategies for Multi-Agent Systems

    Pages 43-73

  5. Five Capabilities Model

    Pages 75-97

  6. Interoperation within a Complex Multi-Agent Architecture

    Pages 99-137

  7. Message Content Ontologies

    Pages 139-178

  8. Conclusions

    Pages 179-185

  9. Back Matter

    Pages 187-204
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Keywords

About this book

1. 1 Background In this work, we develop a framework for the design of multi-agent systems inspired by (human) organizational principles. Organizations are complex entities formed to ov- come various limitations of individual agencies, such as cognitive, physical, temporal and institutional limitations. There is a parallel between the complexity of organizations and multi-agent systems. Therefore, we explore the use of concepts, methods and techniques from human organizational design as architectural principles for multi-agent systems. Three research lines are presented: organizational modeling and coordination, interop- ability and agent models. Organizational modeling and coordination are concerned with how resources (i. e. agents) can be identi?ed and related to each other. In order to have agents cooperate, several issues of interoperability have to be addressed. Agent models deal with the design of individual intelligent software agents, taking into account typical features of agent intelligence. Every (human) activity raises two challenges: division of labor and coordi- tion [Mintzberg, 1993]. Division of labor is the decomposition of work (or goals) into various distinct tasks. Coordination refers to managing relations between these tasks to carry out the work. The patterns of division of labor, responsibilities (people who do the work), clustering of responsibilities into units and coordination between units can be de?ned by organizational structures [Galbraith, 1973]. The design of an organization should cover how one or more actors are engaged in one or more tasks, where knowledge, capabilities and resources are distributed.

Authors and Affiliations

  • Acklin B.V., PA Waalwijk, The Netherlands

    Chris Aart

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