基于主要议价解决方案的主导智能合约

IF 3.6 4区 管理学 Q2 MANAGEMENT
Elmira Mohammadhosseini Fadafan, Rudolf Vetschera
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引用次数: 0

摘要

我们考虑这样一种情况:双方签订了一份有效的合同,对应于一个主要的议价解决方案。在双方就某一特定合同达成一致后,意外的冲击可能会以一种有利于一方而损害另一方的方式改变合同结果。如果发生这种情况,他们可以选择继续使用原始的交易所合约,或者调整一些合约参数,比如价格。我们提出了一个模型来自动执行这种调整,以在新合同支配原合同结果的限制下获得与初始合同相同的议价解。我们在这个一般框架内研究了几种讨价还价的解决方案。这些议价方案提供了各种分享规则,在各方之间分配利益。为了反映实际考虑,我们只考虑通过一个合约参数(价格)进行的调整,而所有其他参数都来自原始合约和随机冲击。为了评估所提出方法的效率,我们还将其与完全重新协商场景进行了比较,其中所有参数都可以在随机冲击后产生的边界内修改。然而,与智能合约自动执行调整的情况相比,等待和重新协商可能代价高昂。因此,与其他类型的合同相比,自动调整可能更有效。我们给出了几个数值例子,并进行了大型随机模拟,我们也进行了统计检查。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Dominant Smart Contracts Based on Major Bargaining Solutions

Dominant Smart Contracts Based on Major Bargaining Solutions

We consider a situation in which two parties have concluded an efficient contract corresponding to one major bargaining solution. After the parties have agreed on one particular contract, an unanticipated shock may change the contract outcomes in a way that benefits one party but harms the other party. If this happens, they have the option to either stay with the original exchange contract or adjust some contract parameters such as the price. We propose a model to perform such adjustments automatically, to obtain the same bargaining solution as in the initial contract under the restriction that the new contract dominates the outcomes of the original contract. We study several bargaining solutions within this general framework. These bargaining solutions offer various sharing rules to distribute the benefit between the parties. To reflect practical considerations, we only consider adjustments made via one contract parameter (the price), while all other parameters result from the original contract and the random shock. To evaluate the efficiency of the proposed approach, we also compare it to a full re-negotiation scenario, in which all parameters can be modified within the boundaries resulting after the random shock. However, waiting and re-negotiation might be costly compared to the situation when the smart contract executes the adjustment automatically. Therefore, the automatic adjustment might be more efficient compared to the other types of contracts. We present several numerical examples and run large random simulations, which we also check statistically.

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来源期刊
CiteScore
5.70
自引率
6.70%
发文量
32
期刊介绍: The idea underlying the journal, Group Decision and Negotiation, emerges from evolving, unifying approaches to group decision and negotiation processes. These processes are complex and self-organizing involving multiplayer, multicriteria, ill-structured, evolving, dynamic problems. Approaches include (1) computer group decision and negotiation support systems (GDNSS), (2) artificial intelligence and management science, (3) applied game theory, experiment and social choice, and (4) cognitive/behavioral sciences in group decision and negotiation. A number of research studies combine two or more of these fields. The journal provides a publication vehicle for theoretical and empirical research, and real-world applications and case studies. In defining the domain of group decision and negotiation, the term `group'' is interpreted to comprise all multiplayer contexts. Thus, organizational decision support systems providing organization-wide support are included. Group decision and negotiation refers to the whole process or flow of activities relevant to group decision and negotiation, not only to the final choice itself, e.g. scanning, communication and information sharing, problem definition (representation) and evolution, alternative generation and social-emotional interaction. Descriptive, normative and design viewpoints are of interest. Thus, Group Decision and Negotiation deals broadly with relation and coordination in group processes. Areas of application include intraorganizational coordination (as in operations management and integrated design, production, finance, marketing and distribution, e.g. as in new products and global coordination), computer supported collaborative work, labor-management negotiations, interorganizational negotiations, (business, government and nonprofits -- e.g. joint ventures), international (intercultural) negotiations, environmental negotiations, etc. The journal also covers developments of software f or group decision and negotiation.
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