Trust and deception in negotiation: culturally divergent effects
Date
2015
Authors
Zhang, J.D.
Liu, L.A.
Liu, W.
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Journal article
Citation
Management and Organization Review, 2015; 11(1):123-144
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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.
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Link to a related website: https://journals.cambridge.org/abstract_S1740877614000072, Open Access via Unpaywall
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Copyright 2015 The International Association for Chinese Management Research