2009 International Conference on Advanced Information Networking and Applications Workshops 2009
DOI: 10.1109/waina.2009.168
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Preference Ordering in Agenda Based Multi-issue Negotiation for Service Level Agreement

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Cited by 4 publications
(6 citation statements)
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“…Regarding the construction and evaluation of preference models, the essential difference with related works [2,4,8,23], see section 2, is that we adopt the point of view of the customer. Since the customer knows her real preferences, the construction and evaluation of these models can be performed by the interested party to check the efficacy of the strategies evaluated in this paper.…”
Section: Building and Evaluating Preference Modelsmentioning
confidence: 99%
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“…Regarding the construction and evaluation of preference models, the essential difference with related works [2,4,8,23], see section 2, is that we adopt the point of view of the customer. Since the customer knows her real preferences, the construction and evaluation of these models can be performed by the interested party to check the efficacy of the strategies evaluated in this paper.…”
Section: Building and Evaluating Preference Modelsmentioning
confidence: 99%
“…(1) If the customer is negotiating with a pseudonym associated with a preferred model P m i and the seller offers a product that does not fit P m i but is acceptable considering the totality of the preferences P , the customer should just ignore such a product, and buy it when she is using the pseudonym for her part of the preferences corresponding to such product. (2) This strategy is particularly useful to detect abusive prices imposed by the seller according to customers' preferences. This is because the customer can use a pseudonym to query prices of products associated with other identities.…”
Section: Pseudonym Per Preferencementioning
confidence: 99%
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“…Sequential negotiation agenda management (Pendergast 1990) has been studied for simple contracts (Fatima, Wooldridge, and Jennings 2004) where independence is assumed among multiple issues or where negotiation problems are restricted (e.g. resource allocation (Fatima and Wooldridge 2013) or service-level agreements (Abedin et al 2009)). Research work also has been performed on managing concurrent one-to-many negotiations, which also may improve scalability by parallelization (Mansour, Kowalczyk, and Wosko 2012;Sim and Shi 2010).…”
Section: Introductionmentioning
confidence: 99%
“…Two agents interact to settle on a value for that single issue. The more complex negotiations take place over multiple issues [1,26]. In a multi-issue negotiation the importance of the issues may vary for the participants.…”
mentioning
confidence: 99%