Knowledge sharing and negotiation support in multiperson decision support systems
Decision Support Systems
A foundation for the study of group decision support systems
Management Science
A theoretical perspective of negotiation support systems
Journal of Management Information Systems - Special issue: Collaboration technology, modeling, and end-user computing for the 1990s
An empirical study of the efficacy of a computerized negotiation support system (NSS)
Decision Support Systems
WWW-based negotiation support: design, implementation, and use
Decision Support Systems
The effect of task complexity and conflict handling styles on computer-supported negotiations
Information and Management
The Shape of Utility Functions and Organizational Behavior
Management Science
Decision consolidation: criteria weight determination using multiple preference formats
Decision Support Systems
Developing e-Negotiation support with a meta-modeling approach in a web services environment
Decision Support Systems - Special issue: Web services and process management
Rational agents, contract curves, and inefficient compromises
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
Knowledge discovery for adaptive negotiation agents in e-marketplaces
Decision Support Systems
Media, affect, concession, and agreement in negotiation: IM versus telephone
Decision Support Systems
Design of negotiation agents based on behavior models
WISE'10 Proceedings of the 11th international conference on Web information systems engineering
Shall we dance? - The effect of information presentations on negotiation processes and outcomes
Decision Support Systems
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Electronic Negotiation Support Systems allow users to construct a formal model of their preferences, which is then used during the negotiation process. In this paper, we analyze whether preferences embedded in such models are actually reflected in the behavior of negotiators and negotiation outcomes. Empirical results indicate that elements of negotiator behavior, like initial offers or the extent of concessions made during the negotiation, closely correspond to individual preferences. The same holds for the structure of the compromise. In contrast, the impact of negotiator preferences on reaching an agreement or the efficiency of the compromise is rather weak.