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Group Decision and Negotiation

Group Decision and Negotiation

Published in cooperation with the Institute for Operations Research and the Management Sciences and its Section on Group Decision and Negotiation

Editor-in-Chief: Gregory E. Kersten

ISSN: 0926-2644 (print version)
ISSN: 1572-9907 (electronic version)

Journal no. 10726

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Free Access Special issue volume 27.5

Group decision and negotiation has come a long way from its early days embracing the benefits yielded from technology, for example through anonymity (Jessup et al. 1990; Valacich et al. 1992) and simultaneous contribution (Ackermann 1996; Kersten and Lai 2007; Lewis 2010; Valacich et al. 1992). These developments recognise the value added for incorporating both qualitative and quantitative modelling thus remaining relevant and rigorous through tackling wicked complex problems and extending the scope of contexts addressed such as e-negotiation (Kersten and Lai 2007), virtual teams (Qureshi and Vogel 2001; Turoff et al. 1993), multi-organizational teams (Ackermann et al. 2005), strategy making (Ackermann and Eden 2011; Eden and Ackermann 2001) etc. As part of this ongoing development, this special issue aims to explore a particular development that is gaining increasing profile, namely the study of the micro-processes that unfold as groups seek to negotiate towards effective and efficient decisions.
More (link to article): https://link.springer.com/article/10.1007/s10726-018-9590-x

Articles: Free to access until August 4, 2019 

Measuring and Evaluating Convergence Processes Across a Series of Group Discussions
Sarah M. Staggs, Joseph A. Bonito and Jennifer N. Ervin
Examining Group Facilitation In Situ: The Use of Formulations in Facilitation Practice
L. Alberto Franco and Mie Femø Nielsen
Asking Questions: A Sine Qua Non of Facilitation in Decision Support?
Marleen McCardle-Keurentjes and Etiënne A. J. A. Rouwette
Why so Serious? Theorising Playful Model-Driven Group Decision Support with Situated Affectivity Katharina Burger, Leroy White and Mike Yearworth
Experimental Use of Strategic Choice Approach (SCA) by Individuals as an Architectural Design Tool
Elena Todella, Isabella Maria Lami and Alessandro Armando
Decision-Making in the Police Work Force: Affordances Explained in Practice
Matthijs J. Verhulst and Anne-Françoise Rutkowski
The Structure of Problem Structuring Conversations: A Boundary Games Approach
Jorge Velez-Castiblanco, Diana Londono-Correa and Olandy Naranjo-Rivera
Here''s the link to the full issue: https://link.springer.com/journal/10726/27/5

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    Aims and Scope


    The idea underlying the journal, Group Decision and Negotiation, emerges from evolving, unifying approaches to group decision and negotiation processes. These processes are complex and self-organizing involving multiplayer, multicriteria, ill-structured, evolving, dynamic problems. Approaches include (1) computer group decision and negotiation support systems (GDNSS), (2) artificial intelligence and management science, (3) applied game theory, experiment and social choice, and (4) cognitive/behavioral sciences in group decision and negotiation. A number of research studies combine two or more of these fields. The journal provides a publication vehicle for theoretical and empirical research, and real-world applications and case studies.

    In defining the domain of group decision and negotiation, the term `group' is interpreted to comprise all multiplayer contexts. Thus, organizational decision support systems providing organization-wide support are included. Group decision and negotiation refers to the whole process or flow of activities relevant to group decision and negotiation, not only to the final choice itself, e.g. scanning, communication and information sharing, problem definition (representation) and evolution, alternative generation and social-emotional interaction. Descriptive, normative and design viewpoints are of interest. Thus, Group Decision and Negotiation deals broadly with relation and coordination in group processes. Areas of application include intraorganizational coordination (as in operations management and integrated design, production, finance, marketing and distribution, e.g. as in new products and global coordination), computer supported collaborative work, labor-management negotiations, interorganizational negotiations, (business, government and nonprofits -- e.g. joint ventures), international (intercultural) negotiations, environmental negotiations, etc.

    The journal also covers developments of software for group decision and negotiation.

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