Uncertainty in the Grid. The important part of negotiation is the level of participant’s awareness about the sub- ject of discussion (e.g. the technical characteristics of a car) and about its opponent (e.g. preferences, utility function). Xxxxxx et al. [190] discusses the cases of the complete and incomplete awareness of participants about each other (e.g. utility functions). The authors also distinguish between the symmetric and asymmetric uncertainty of partic- ipants about each other’s negotiation parameters or environment. Consequently, the symmetric uncertainty denotes that both participants are not aware of the negotiation parameters of each other, while the asymmetric uncertainty denotes that only one of participants is not aware of the opponent’s negotiation parameters. In our work, a client has incomplete and asymmetric information about the GRA and Grid resources. For example, the GRA is aware of the amount of available resources in the Grid, but this information is not available to a client. A client discloses its minimum and maxi- mum requirements to the GRA (see Notation 3.2), because a client requests resources while the GRA manages them. Uncertainty for a Client We assume that a client does not have any information about the resource availability in the Grid, because of the GRA’s policy or resource intense dynamism. A client has to rely on the truthfulness of the GRA when the GRA promises to execute client tasks with specific resources. In our work, we assume that the GRA cannot stop a client’s task or re-allocate it unless a client asks the GRA to do it. Therefore, if the GRA promises to execute client tasks with certain resources, this allocation cannot be changed during the running of a task. We assume that a client is not aware of the GRA’s: • Utility function e.g., the GRA’s preferences among clients. • Negotiation tactic, i.e. the level of greediness of the GRA in respect to the client. • Reservation resource, i.e. the maximum possible resource that the GRA can offer to the client. • Deadline of negotiation. We assume that if there are potentially enough resources to satisfy client maximal re- source requirements, which are not significantly demanded by other clients, the reserva- tion value of the GRA is equal to the client’s maximum amount of resource. However, if the resources are scarce, then the GRA’s reservation value is likely to be smaller than the client’s maximum one. We also consider that the client knows that the GRA becomes more generous when ...
