In this article, we model interactions among multi-agent based web services by commitment modalities in the form of contractual obligations and devote multi-agent commitment protocols to regulate such interactions and engineer services composition.
Both noumenal and phenomenal virtue reflect the agent's commitment to morality, but purity of motivation is an essential feature only of noumenal virtue (Rel 6 47).
Hume identifies such feelings as benevolence and generosity as proper moral motivations; Kant sees the motive of duty a motive that Hume usually views as a second best or fall back motive as uniquely expressing an agent's commitment to morality and thus as conveying a special moral worth to actions.
One objection is that two-level utilitarianism undermines an agent's commitment to act in accordance with his or her moral principles.
David McNaughton argues that, even if the agent's commitment to his/her principles is not undermined, two-level utilitarianism does not succeed in its goal of showing, "how, on utilitarian principles, it is a good idea to think and reason in a pluralist and non-consequentialist manner".
The set of incentive-feasible allocations is examined in a dynamic quasi-linear environment where agents lack commitment and have private information over their idiosyncratic characteristics.
Should every rational agent whose commitments for change are constrained at least by the basic postulates of AGM accept every non-iterated instance of ((a ∧ b) → (a > b))?
Acceptance of these conditionals cannot be formally mirrored by membership in K. Nevertheless this does not mean that we cannot recognize a derived corpus expressible in an extended language L>, of those L> sentences whose acceptability is grounded on the adoption of K and the agent's commitments for change at time t.
In between making and undoing commitments, an agent is committed to all the actions that are known to be identical for all practical purposes to the ones in its agenda.
The successful change agent secures the commitment of his team even to ideas he may not like, by taking a leadership role in helping his team members seek collective meaning, addressing the concerns of doubters, transforming culture and appreciating the inevitable early difficulties.
However, I think it might worth pointing out that this whole line of thought began with this paper (pdf), which declares early on that a liquidity trap fundamentally involves a credibility problem-but it is the inverse of the usual one, in which central bankers have difficulty convincing private agents of their commitment to price stability.
