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Trust and Deception in Negotiation: Culturally Divergent Effects

Published online by Cambridge University Press:  02 April 2015

Jian-Dong Zhang ,
Leigh Anne Liu  and
Wu Liu
Jian-Dong Zhang
Affiliation:
Shanghai University of International Business and Economics, China
Leigh Anne Liu
Affiliation:
Georgia State University, USA
Wu Liu
Affiliation:
Hong Kong Polytechnic University, Hong Kong, China
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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 managementdeceptionethical decision makingethicsnegotiationtrust
Type
Special Issue Articles
Information
Management and Organization Review , Volume 11 , Issue 1: Special Issue Behavioral Ethics, Organizational Justice, and Social Responsibility , March 2015 , pp. 123 - 144
Copyright
Copyright © The International Association for Chinese Management Research 2015 

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