Trust and Deception in Negotiation: Culturally Divergent Effects
Posted: 1 Jul 2012 Last revised: 28 Apr 2015
Date Written: June 15, 2012
We investigate how trust reduces the tendency to use deception in negotiations from a culturally contextual perspective. We find culturally divergent patterns across Chinese and American negotiators. Specifically, for Chinese negotiators, cognition-based trust decreases the approval of using negative emotional and informational deception, whereas affect-based trust increases the approval of using informational deception. For American negotiators, affect-based trust decreases the approval of using negative emotional deception. We discuss theoretical and practical implications on the need for culturally specific strategies in managing deceptions in negotiations.
Keywords: cross-cultural management; deception; ethical decision making; ethics; negotiation; trust
Suggested Citation: Suggested Citation