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Trust and deception in negotiation: culturally divergent effects

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dc.contributor.authorZhang, J.D.
dc.contributor.authorLiu, L.A.
dc.contributor.authorLiu, W.
dc.date.issued2015
dc.descriptionLink to a related website: https://journals.cambridge.org/abstract_S1740877614000072, Open Access via Unpaywall
dc.description.abstractWe 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.
dc.identifier.citationManagement and Organization Review, 2015; 11(1):123-144
dc.identifier.doi10.1111/more.12028
dc.identifier.issn1740-8776
dc.identifier.issn1740-8784
dc.identifier.urihttps://hdl.handle.net/11541.2/125509
dc.language.isoen
dc.publisherCambridge University Press
dc.rightsCopyright 2015 The International Association for Chinese Management Research
dc.source.urihttp://onlinelibrary.wiley.com/doi/10.1111/more.12028/abstract
dc.subjectcross-cultural management
dc.subjectdeception
dc.subjectethical decision making
dc.subjectethics
dc.subjectnegotiation
dc.subjecttrust
dc.titleTrust and deception in negotiation: culturally divergent effects
dc.typeJournal article
pubs.publication-statusPublished
ror.mmsid9916119864601831

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