Lies, Damn Lies, and Negotiation: An Interdisciplinary Analysis of the Nature and Consequences of Deception at the Bargaining Table

Handbook of Research in Conflict Management (Elgar, 2014)

Vanderbilt Owen Graduate School of Management Research Paper No. 2321783

38 Pages Posted: 7 Sep 2013 Last revised: 5 Oct 2013

See all articles by Bruce Barry

Bruce Barry

Vanderbilt University - Owen Graduate School of Management

Erin Rehel

Vanderbilt University

Date Written: March 1, 2013

Abstract

This chapter considers what ethicists say normatively about acts of deception in negotiation, and what psychologists and organizational behaviorists report empirically about the causes, forms, and consequences of deceptive behavior. After brief attention to definitions of lying and deception, we describe normative approaches found mainly in the business ethics literature that address negotiator bluffing. We then summarize empirical social science research on deception, highlighting work in social psychology and communication theory on lying and its detection. A discussion of (mainly) empirical work on deceptive behavior in negotiation follows, including informational forms of deceptions as well as strategic simulation or suppression of emotions. In a concluding section we highlight research gaps and fruitful directions for future inquiry.

Keywords: negotiation, deception, lying, ethics

Suggested Citation

Barry, Bruce and Rehel, Erin, Lies, Damn Lies, and Negotiation: An Interdisciplinary Analysis of the Nature and Consequences of Deception at the Bargaining Table (March 1, 2013). Handbook of Research in Conflict Management (Elgar, 2014), Vanderbilt Owen Graduate School of Management Research Paper No. 2321783, Available at SSRN: https://ssrn.com/abstract=2321783

Bruce Barry (Contact Author)

Vanderbilt University - Owen Graduate School of Management ( email )

Nashville, TN 37203
United States

Erin Rehel

Vanderbilt University ( email )

2301 Vanderbilt Place
Nashville, TN 37240
United States

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