Synopsis

The field of Group Decision and Negotiation can be described as the empirical, formal, computational, and strategic analysis of group decision-making and negotiation, especially from the points of view of Management Science and Operations Research. Group Decision and Negotiation crosses many traditional disciplinary boundaries, and has connections to business administration and business strategy, management science, systems engineering, computer science, mathematics, and law, as well as economics, psychology, and other social sciences.

The Handbook of Group Decision and Negotiation is intended to become the major reference in the field. The only current references are the highly successful journal Group Decision and Negotiation, as well as the books of the Advances in Group Decision and Negotiation series, and a few other journals. Researchers, students, and practitioners in this growing field sorely need a good general reference.

Biography

D. Marc Kilgour is Professor of Mathematics at Wilfrid Laurier University, Research Director: Conflict Analysis for the Laurier Centre for Military Strategic and Disarmament Studies, and Adjunct Professor of Systems Engineering at University of Waterloo. His main research interest is optimal decision-making in multi-decision-maker and multi-criteria contexts, including deterrence and counter-terrorism, power-sharing, fair division, voting, negotiation, and infrastructure management.

Colin Eden is Associate Dean and Director of the International Division of the University of Strathclyde Business School. He is Professor of Strategic Management and Management Science. His major research interests are into the relationship between operational decision making practices and their strategic consequences; the processes of strategy making in senior management teams; making strategy; managerial and organisational cognition; ‘soft OR’ modelling approaches and methodologies, including particular emphasis on the role of cognitive mapping; the theory of consultancy practice; the process and practice of ‘action research’; and the modelling of the behaviour of large projects disruptions and delays, including issues of the dynamics of productivity changes, and learning curves; and the use of group decision support in the analysis, negotiation and making of strategy.