Decision, Negotiation, Leadership, Social Communities and Technology Minitrack

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This minitrack explores research issues related to the concept, design, implementation, use and evaluation of technologies that involve decision-making, negotiation, leadership and social engagement in business.

Topics of special interest include, but are not limited to:

  • Leadership, connectedness and communication in negotiation support and negotiated goals and missions
  • Technologies to support rationality, cognition, emotion and intuition
  • Communication and argumentation systems for social networks
  • Negotiation support system, software agents and web services
  • The role of NSS in media sharing and conversation building
  • Massively distributed negotiation
  • Systems to support intercultural negotiation and emotions
  • Negotiation systems to support crisis management, emergency response
  • Emotion in negotiation and emotion-support
  • Negotiation support in electronic markets (auctions)
  • Negotiation support in social computing platforms
  • Negotiation issues in cross-border supply chains

Minitrack Co-Chairs:

Tung Bui (Primary Contact)
University of Hawaii at Manoa

Melvin F. Shakun
New York University


Recent Submissions

Now showing 1 - 2 of 2
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    Human-Agent Negotiations: The Impact Agents’ Concession Schedule and Task Complexity on Agreements
    ( 2017-01-04) Vahidov, Rustam ; Kersten, Gregory ; Yu, Bo
    Employment of software agents for conducting negotiations with online customers promises to increase the flexibility and reach of the exchange mechanism and reduce transaction costs. Past research had suggested different negotiation tactics for the agents, and had used them in experimental settings against human negotiators. This work explores the interaction between negotiation strategies and the complexity of the negotiation task as represented by the number of negotiation issues. Including more issues in a negotiation potentially allows the parties more space to maneuver and, thus, promises higher likelihood of agreement. In practice, the consideration of more issues requires higher cognitive effort, which could have a negative effect on reaching an agreement. The results of human–agent negotiation experiments conducted at a major Canadian university revealed that there is an interaction between chosen strategy and task complexity. Also, when competitive strategy was employed, the agents' utility was the highest. Because competitive strategy resulted in fewer agreements the average utility per agent was the highest in the compromising–competitive strategy.
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