A. Foroughi et al., AN EMPIRICAL-STUDY OF AN INTERACTIVE, SESSION-ORIENTED COMPUTERIZED NEGOTIATION SUPPORT SYSTEM (NSS), Group decision and negotiation, 4(6), 1995, pp. 485-512
Negotiating is one of the four major decisional roles played by manage
rs. In fact, resolving conflict is said to occupy 20% of a manager's w
orking hours. This growing frequency of negotiation scenarios coupled
with the increasing complexity of the issues which need to be resolved
in a negotiation make the possibility of computer enhancement for neg
otiation very appealing. Implementations of computerized Negotiation S
upport Systems (NSS) in the business world, international affairs, lab
or law, and environmental and safety disputes have demonstrated their
potential for making negotiation problems more manageable and comprehe
nsible for negotiators. Still, pioneers in NSS research have expressed
their dismay at the lack of rigorous empirical research and evaluatio
n of NSS. In particular, research is needed which will determine how a
nd under what circumstances negotiation processes can be enhanced by N
SS support. This article describes empirical research on the effects o
f a highly structured, interactive NSS on the outcome of face-to-face
issues resolution and the attitudes of negotiators in both low- and hi
gh-conflict situations. In a laboratory experiment, bargaining dyads p
layed the roles of manufacturers negotiating a four-issue, three-year
purchase agreement for an engine subcomponent in conditions of high an
d low conflict of interest. The results of the study showed that NSS s
upport did help bargainers achieve higher joint outcomes and more bala
nced contracts, but that the NSS support increased negotiation time. S
atisfaction was greater for NSS dyads in both conflict levels, and per
ceived negative climate was reduced in low conflict. One primary impli
cation of the results of this study is that NSS developers should keep
in mind the importance of providing users with a system with interact
ive qualities which not only enhance the decision-making process but a
lso provide them with a sense of participation in reaching the solutio
n, as was done in this study.