Under some circumstances, a group of individuals may need to negotiate together as a negotiation team against another party. Unlike bilateral negotiation between two individuals, this type of negotiations entails to adopt an intra-team strategy for negotiation teams in order to make team decisions and accordingly negotiate with the opponent. It is crucial to be able to negotiate successfully with heterogeneous opponents since opponents’ negotiation strategy and behavior may vary in an open environment. While one opponent might collaborate and concede over time, another may not be inclined to concede. This paper analyzes the performance of recently proposed intra-team strategies for negotiation teams against different categories of opponents: competitors, matchers, and conceders. Furthermore, it provides an extension of the negotiation tool Genius for negotiation teams in bilateral settings. Consequently, this work facilitates research in negotiation teams.
It has been documented in the social sciences that cultural factors affect how people negotiate and behave in negotiations. Despite the importance of culture in the business world and politics, there is a lack of computational models that help to analyze how cultural factors affect negotiation. Moreover, while many negotiations take place between teams, there is a dearth of computational models for team negotiations. In this paper we present the first attempt to provide a computational model which takes into account cultural factors in a team negotiation setting. The model considers how two important cultural dimensions, power distance and individualism collectivism, affect team negotiation dynamics and negotiation outcomes. We conducted experiments in high low intra-team conflict scenarios. The results are compatible with social sciences findings from team decision making. In this article, an agent-based negotiation model for negotiation teams that negotiate a deal with an opponent is presented. Agent-based negotiation teams are groups of agents that join together as a single negotiation party because they share an interest that is related to the negotiation process. The model relies on a trusted mediator that coordinates and helps team members in the decisions that they have to take during the negotiation process: which offer is sent to the opponent, and whether the offers received from the opponent are accepted. The main strength of the proposed negotiation model is the fact that it guarantees unanimity within team decisions since decisions report a utility to team members that is greater than or equal to their aspiration levels at each negotiation round. This work analyzes how unanimous decisions are taken within the team and the robustness of the model against different types of manipulations. An empirical evaluation is also performed to study the impact of the different parameters of the model.  In this article we study the impact of the negotiation environment on the performance of several intra-team strategies (team dynamics) for agent-based negotiation teams that negotiate with an opponent. An agent-based negotiation team is a group of agents that joins together as a party because they share common interests in the negotiation at hand. It is experimentally shown how negotiation environment conditions like the deadline of both parties, the concession speed of the opponent, similarity among team members, and team size affect performance metrics like the minimum utility of team members, the average utility of team members, and the number of negotiation rounds. Our goal is identifying which intra-team strategies work better in different environmental conditions in order to provide useful knowledge for team members to select appropriate intra-team strategies according to environmental conditions.