Labor-management contract negotiations in an electronic meeting room: A case study

Carmel, Erran; Herniter, Bruce C.; Nunamaker, Jay F.

doi:10.1007/bf01384402

Cited by 41 publications

(13 citation statements)

References 30 publications

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“…The scope of NSS in recent literature, however, was widened to include other types of interactions. While early research viewed NSS in a narrow context of intra-group decision making (for example see Carmel et al 1993), recent studies have extended the scope of e-negotiations to include inter-organizational negotiations or even consumer-to-consumer online auctions (Strobel and Weinhardt 2003). So far, the study of such systems and services has dealt mainly with the development of various NSS tools (e.g., Kersten 1985), the efficiency and effectiveness of this new negotiation method (e.g., Hollingshead et al 1993); and provided a conceptual review of potential benefits and challenges of conducting online negotiation (e.g., Hornle 2003).…”

Section: Current Research On Nss and Nss Adoptionmentioning

confidence: 98%

“…NSS include hardware, software, people, procedures and data. These components interact to assist individual negotiators, teams and other parties involved in negotiations (e.g., mediators or arbitrators) by advising, offering solutions or facilitating the process (Carmel et al 1993). NSS that use the Internet as the electronic media for providing negotiation support are referred to as Web-based NSS (WNSS) (Kersten 2003).…”

Section: Introductionmentioning

confidence: 99%

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User Acceptance of Web-Based Negotiation Support Systems: The Role of Perceived Intention of the Negotiating Partner to Negotiate Online

Turel

Yuan

2006

Group Decis Negot

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With the rapid growth of web-based services and global trade, there is some commercial potential for web-based Negotiation Support Services (WNSS). This market potential, however, is somewhat untapped. While previous studies had examined WNSS adoption by individual decision makers, this situation is not fully realistic, as the conformity of all negotiating partners is required for web-based negotiation to happen. Therefore, this study extends the technology acceptance model for the context of e-negotiation through the inclusion of perceptions regarding the intention of the negotiating partner to use WNSS (i.e., perceived intentions). An empirical investigation, based on phone interviews with potential users, supports the research model. The perceived intention of the negotiating partner to agree to use WNSS was found to have significant positive effect on individuals' acceptance of WNSS and its antecedents. Adding this construct into WNSS acceptance theory advances our understanding of WNSS adoption and provides important insights for scholars and practitioners.

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Section: Current Research On Nss and Nss Adoptionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

User Acceptance of Web-Based Negotiation Support Systems: The Role of Perceived Intention of the Negotiating Partner to Negotiate Online

Turel

Yuan

2006

Group Decis Negot

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“…Carmel et al (1993) have argued that electronic negotiation (e-negotiation) is not only quick and direct but also helps the parties involved in the negotiation process separate the negotiated issues from the personality issues due to the effect of anonymity. The decisionmaking aspect of the negotiation process requires that parties use information to evaluate alternatives and to formulate offers and arguments.…”

Section: Introductionmentioning

confidence: 99%

A fuzzy e-negotiation support system for inter-firm collaborative product development

Zandi

Tavana

2012

International Journal of Computer Integrated Manufacturing

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Significant advances in manufacturing technology and the rapid intensification of the Internet and electronic commerce diffusion have given rise to competitive differentiation and rapid adaptability to competitive change. New product development is a complex and collaborative process that requires negotiation and joint decisionmaking. We propose a fuzzy electronic negotiation (e-negotiation) support system based on cooperative multicriteria game theory. The proposed system comprises three major processes: initialisation, e-negotiation and joint agreement. The Internet is used to facilitate the e-negotiation process and to minimise the response time in the decision-making process. The fuzzy sets are used to overcome issues related to the imprecise or vague judgments and incomplete information in the negotiation process. The proposed system enables the manufacturing parties involved in the negotiation process to determine the optimal coalition form for new product development and choose a common strategy to improve the payoffs of the members of the coalition group. Finally, a case study is used to demonstrate the applicability of the proposed framework and exhibit the efficacy of the procedures and algorithms in the mobile telecommunications industry.

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“…The role of the computer systems of this type of negotiation is to identify differences among stakeholders, and make suggestions to reduce any differences. These computer-mediated negotiations may help stakeholders to reach a higher degree of objectivity, because the negotiation issues are separated from how stakeholders view themselves and one another (Carmel, Herniter and Nunamaker, 1993;Zwaard and Bannink, 2016), and a large number of stakeholders can be involved in this type of negotiation. This type of negotiation can be seen in figure 2.…”

Section: Figure 1 Computer-supported Negotiationmentioning

confidence: 99%

Orthogonal strategy based computer-mediated negotiation: Principles and example

Susetyo

Timmermans

Vries

2018

Environment and Planning B: Urban Analytics and City Science

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Previous efforts to improve stakeholders’ involvement in planning and decision-making processes mostly put planners and decision makers as the ones who decide which solution is the best for the decision problems. In bottom-up planning and decision-making processes that supposedly involve stakeholders as much as possible, the most common practice is that when stakeholders have different preferences about the decision issues, supra decision makers such as planners and experts gather stakeholders’ preferences, and then, using their expertise and experience, decide what is the best choice for stakeholders. We approach the involvement of stakeholders in planning and decision-making not by relying on planners’ expertise but from a negotiation perspective. Previous works related to stakeholders’ negotiation mostly require stakeholders to engage in a face-to-face negotiation that seldom involves a computer system to improve the process. In this paper, we develop a negotiation system to support multi-issue and multi-stakeholder decision-making problems. In our approach, stakeholders do not directly interact with each other. Their proposals are submitted to a system that produces counter-proposals to reduce the differences among stakeholders’ proposals. Therefore, stakeholders do not exchange their preferences directly, but rather preference elicitations are mediated by the system. This approach is called computer-mediated negotiation. The system itself is based on the principle of an orthogonal strategy. Our computer-mediated negotiation protocol consists of two main phases. The first phase is the preference elicitation phase, which measures stakeholders’ utility functions. The second phase is the e-negotiation phase, in which stakeholders make their proposals and the computer system provides suggestions to improve them. To simulate real-world negotiations where stakeholders make proposals and counter-proposals in a series of negotiation rounds, we implemented the indifference curve approach to enable stakeholders to make incremental changes of their proposals during negotiation. The results from our experiment suggest that our method can produce an optimum solution for a multi-issue and multi-stakeholder decision problem by moving stakeholders’ proposals closer to one another.

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Labor-management contract negotiations in an electronic meeting room: A case study

Cited by 41 publications

References 30 publications

User Acceptance of Web-Based Negotiation Support Systems: The Role of Perceived Intention of the Negotiating Partner to Negotiate Online

User Acceptance of Web-Based Negotiation Support Systems: The Role of Perceived Intention of the Negotiating Partner to Negotiate Online

A fuzzy e-negotiation support system for inter-firm collaborative product development

Orthogonal strategy based computer-mediated negotiation: Principles and example

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