Trust and Deception in Negotiation: Culturally Divergent Effects

Posted: 1 Jul 2012 Last revised: 28 Apr 2015

See all articles by Jiandong Zhang

Jiandong Zhang

Formerly Known as Shanghai Institute of Foreign Trade

Leigh Anne Liu

Georgia State University - J. Mack Robinson College of Business

Wu Liu

Hong Kong Polytechnic University

Date Written: June 15, 2012

Abstract

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

Zhang, Jiandong and Liu, Leigh Anne and Liu, Wu, Trust and Deception in Negotiation: Culturally Divergent Effects (June 15, 2012). Jian-Dong Zhang, Leigh Anne Liu and Wu Liu (2015). Trust and Deception in Negotiation: Culturally Divergent Effects. Management and Organization Review, 11, pp 123-144. doi:10.1111/more.12028. . Available at SSRN: https://ssrn.com/abstract=2084879 or http://dx.doi.org/10.2139/ssrn.2084879

Jiandong Zhang (Contact Author)

Formerly Known as Shanghai Institute of Foreign Trade ( email )

No. 1900, Wenxiang Road
Shanghai, 201620
China

Leigh Anne Liu

Georgia State University - J. Mack Robinson College of Business ( email )

P.O. Box 4050
Atlanta, GA 30303-3083
United States

Wu Liu

Hong Kong Polytechnic University ( email )

Hung Hom Kowloon
Hong Kong

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