Due to the complexity of an open multi-agent system, agents’ interactions are instantiated spontaneously, resulting in beneficent collaborations with one another for mutual actions that are beyond one’s current capabilities. Repeated patterns of interactions shape a feature of their organizational structure when those agents self-organize themselves for a long-term objective. This paper, therefore, aims to provide an understanding of social capital in organizations that are open membership multi-agent systems with an emphasis in our formulation on the dynamic network of social interactions that, in part, elucidate evolving structures and impromptu topologies of networks. We model an open source project as an organizational network and provide definitions and formulations to correlate the proposed mechanism of social capital with the achievement of an organizational charter, for example, optimized productivity. To empirically evaluate our model, we conducted a case study of an open source software project to demonstrate how social capital can be created and measured within this type of organization. The results indicate that the values of social capital are positively proportional towards optimizing agents’ productivity into successful completion of the project.
Research Professor. Founder Director at Learning Change Project – Research on society, culture, art, neuroscience, cognition, critical thinking, intelligence, creativity, autopoiesis, self-organization, rhizomes, complexity, systems, networks, leadership, sustainability, thinkers, futures ++
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