Abstract— This paper addresses the problem of negotiation
in a complex organizational context. An integrative negotiation
mechanism is introduced, which enables agents to dynamically
select a negotiation attitude based on the degree of external
direc tedness. Experimental work explores the question of whether
it always improves the organization’s social welfare to have an
agent be completely externally-directed when negotiating and
making choices. Results show that there are situations in which
it is better for the organization if agents are partially externally-directed
in their negotiations with other agents rather than
completely externally-directed. The paper discusses the driving
factors behind this unexpected result.
Keywords: integrative negotiation, motivation, group and
organizational dynamics