Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/13472
Title: Trust and deception in negotiation: Culturally divergent effects
Authors: Zhang, JD
Liu, LA
Liu, W 
Keywords: Cross-cultural management
Deception
Ethical decision making
Ethics
Negotiation
Trust
Issue Date: 2015
Publisher: Cambridge University Press published on behalf of The International Association for Chinese Management Research
Source: Management and organization review, 2015, v. 11, no. 1, p. 123-144 How to cite?
Journal: Management and organization review 
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.
URI: http://hdl.handle.net/10397/13472
ISSN: 1740-8776
EISSN: 1740-8784
DOI: 10.1111/more.12028
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