Trust and deception in negotiation: Culturally divergent effects

Jian Dong Zhang, Leigh Anne Liu, Wu Liu

Research output: Journal article publicationJournal articleAcademic researchpeer-review

15 Citations (Scopus)


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.
Original languageEnglish
Pages (from-to)123-144
Number of pages22
JournalManagement and Organization Review
Issue number1
Publication statusPublished - 1 Jan 2015


  • Cross-cultural management
  • Deception
  • Ethical decision making
  • Ethics
  • Negotiation
  • Trust

ASJC Scopus subject areas

  • Business and International Management
  • Strategy and Management

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