## 4 Simulation Modeling for CN Emotion Appraisal
### IMEA SD Model
#### 4.1.2 Causal Loop Diagram  
The IMEA SD causal loop diagram is depicted in Figure 3. Positive linkages are presented with a \"+\" sign while negative linkages are presented with a \"-\" sign. As the overall objective is to calculate the two IME dimensions, the valence and arousal variables are in bold, to highlight them. The main causal loops identified for the IMEA causal model are: commitment reinforcing loop (COMMIT-R); _COLLAB-R_ (Collaboration reinforcing loop); capability reinforcing loop (CAPAB-R); communication reinforcing loop (COMMU-R); fulfilment reinforcing loop (FULF-R); valence reinforcement loop (VALE-R); and arousal balancing loop (AROU-B). A detailed description of each identified causal loop is presented below in Table 5. \begin{table}
\begin{tabular}{c c} \hline \hline
**Goals and Internal** & **Definition** \\
**Stimuli** & The level of creation of potential conflicts by the CN member. Might be activated by a lack of felt trust, by the recognition of values system incompatibility and by the emotional state of the CN member. Avoidance of conflicts is one of the member’s expectations. \\ \hline
**Communication** & The level of communication a CN member has within the CN environment. Represents the relationship between the communication effectiveness, the communication frequency and the level of arousal of the member. \\ \hline \hline \end{tabular}
\end{table} 
Table 4: \(Cont.\)  
Figure 3: IMEA SD causal loop diagram. \begin{table}
\begin{tabular}{p{142.3 pt} p{284.5 pt}} \hline \hline
**Commitment** & This reinforcing loop models the dynamics of commitment, collaboration dynamics, reputation and member satisfaction. As collaboration dynamics increase (decrease), the potential for reputation and recognition of the member increases (decreases). This in turn results in the increase (decrease) of members’ satisfaction. The increase (decrease) of members’ satisfaction positively (negatively) influences the level of commitment of the CN member. This results in an increase (decrease) in motivation to collaborate within the CN environment. \\ \hline
**Collaboration** & This reinforcing loop models the dynamics of collaboration, reputation and recognition, and commitment. As the potential to be recognized increases (decreases), the member feels more (less) committed to the CN environment. This in turn results in a strengthening (weakening) in motivation to collaborate within the CN environment. When member collaboration increases (decreases), the potential to be recognized and gain reputation also increases (decreases). \\ \hline
**Capability Reinforcing Loop** & This reinforcing loop models the dynamics of reputation and recognition, member satisfaction, and member performance motivation. When the potential of a good reputation and recognition by the CN peers increases (decreases), it contributes to the growth (decay) of the member’s satisfaction (in terms of self-esteem). As soon as the member’s satisfaction increases (decreases), the motivation to achieve high levels of performance is incremented (decremented). A high (low) level of performance motivation concedes an increase (decrease) in the potential to be recognized and earn a reputation. \\ \hline
**Communication** & This reinforcing loop models the dynamics of the collaboration dynamics the arousal, and communication. As the collaboration dynamics increase (decreases) arousal is positively (negatively) influenced. As the arousal represents the activation level of the CN member, when it increases (decreases), communication also tends to increase (decrease), because the member has energy to socialize. The effect of this increment (decrement) in communication implies an increase (decrease) in the collaboration forms to put the communication in practice. \\ \hline
**Fulfilment Reinforcing Loop (FULF-R)** & This reinforcing loop models the dynamics among the member’s satisfaction, commitment, and valence. When the member’s satisfaction grows (decays), it positively (negatively) influences the level of commitment of the member.