Abstract
Negotiation support systems (NSS) follow and implement various strategies to aid negotiators in their challenging task. Studies on the impact of NSS often focus on only one support strategy and its effects on specific outcome dimensions. They also mostly focus on negotiation outcomes, ignoring the process that leads to these outcomes. In this paper, we compare the impact of both decision support and behavioral support strategies on negotiation processes. We use models at different levels of granularity to obtain a comprehensive picture of negotiation processes. Our exploratory results indicate a clear relationship between process characteristics and outcome dimensions, but fail to identify significant differences between support strategies.
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