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Trust and Deception in Negotiation: Culturally Divergent Effects

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  • Zhang, Jian-Dong
  • Liu, Leigh Anne
  • Liu, Wu

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.

Suggested Citation

  • Zhang, Jian-Dong & Liu, Leigh Anne & Liu, Wu, 2015. "Trust and Deception in Negotiation: Culturally Divergent Effects," Management and Organization Review, Cambridge University Press, vol. 11(1), pages 123-144, March.
    • Handle: RePEc:cup:maorev:v:11:y:2015:i:01:p:123-144_00
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    Cited by:

    1. Petra Y. Barthelmess & Patricia Enzmann & Michael Settelen & Nicolas Schärmeli, 2018. "Navigating Ambiguity: Distributive and Integrative Negotiation Tactics in China," Central European Business Review, Prague University of Economics and Business, vol. 2018(2), pages 21-43.
    2. Sherwood, Charles, 2022. "A lie is a lie: the ethics of lying in business negotiations," LSE Research Online Documents on Economics 113331, London School of Economics and Political Science, LSE Library.
    3. Zhang, Zhi-Xue & Liu, Leigh Anne & Ma, Li, 2021. "Negotiation beliefs: Comparing Americans and the Chinese," International Business Review, Elsevier, vol. 30(5).

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