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Maybe It’s Right, Maybe It’s Wrong: Structural and Social Determinants of Deception in Negotiation

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  • Mara Olekalns
  • Christopher Horan
  • Philip Smith

Abstract

Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables—regulatory focus, power, and trustworthiness—interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission, whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators experience fit between power and regulatory focus, whereas affect-based trust influenced deception when negotiators experience misfit between these structural context variables. We conclude that regulatory focus primes different moral templates: promotion-focused negotiators’ decision to deceive is determined by moral pragmatism, whereas prevention-focused negotiators’ decision to deceive is determined by opportunism. Because each combination of power and regulatory focus was tied to a specific subcomponent of trust, we further conclude that negotiators engage in motivated information search to determine whether they should deceive their opponents. Copyright Springer Science+Business Media Dordrecht 2014

Suggested Citation

  • Mara Olekalns & Christopher Horan & Philip Smith, 2014. "Maybe It’s Right, Maybe It’s Wrong: Structural and Social Determinants of Deception in Negotiation," Journal of Business Ethics, Springer, vol. 122(1), pages 89-102, June.
    • Handle: RePEc:kap:jbuset:v:122:y:2014:i:1:p:89-102
    DOI: 10.1007/s10551-013-1754-7
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    References listed on IDEAS

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    Cited by:

    1. Leib, Margarita & Schweitzer, Maurice, 2020. "Peer Behavior Profoundly Influences Dishonesty: Will Individuals Seek-out Information about Peers’ Dishonesty?," OSF Preprints 3pwcg, Center for Open Science.
    2. SimanTov-Nachlieli, Ilanit & Har-Vardi, Liron & Moran, Simone, 2020. "When negotiators with honest reputations are less (and more) likely to be deceived," Organizational Behavior and Human Decision Processes, Elsevier, vol. 157(C), pages 68-84.
    3. Katja Woelfl & Lutz Kaufmann & Craig R. Carter, 2023. "In the eye of the beholder: A configurational exploration of perceived deceptive supplier behavior in negotiations," Journal of Supply Chain Management, Institute for Supply Management, vol. 59(2), pages 33-61, April.
    4. Kevin Tasa & Chris M. Bell, 2017. "Effects of Implicit Negotiation Beliefs and Moral Disengagement on Negotiator Attitudes and Deceptive Behavior," Journal of Business Ethics, Springer, vol. 142(1), pages 169-183, April.

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