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Culture and Deception in Business Negotiations: A Multilevel AnalysisUniversity of Illinois, Urbana-Champaign, USA, htriandi{at}s.psych.uiuc.edu
University of Illinois, Urbana-Champaign, USA
University of Maryland, College Park, MD, USA
University of Missouri
Sabanci University, Istanbul, Turkey
Washington State University, Vancouver, WA
Swinburne University of Technology, Hawthorn, Victoria, Australia
University of Athens, Greece
Chinese University of Hong Kong
University of Washington, WA, USA
Chung-Ang University, Seoul, Korea
University of Amsterdam, the Netherlands
Keio University, Tokyo, Japan
Tohoku University, Sendai, Japan
University of Bonn, Bonn, Germany This article investigates the relationship between culture, personality, and deception in a simulated international management negotiation at multiple levels of analysis. `Deception' was operationalized here as the propensity to lie and bribe. As predicted, at the cultural level the results from a scenario study with 1583 participants from eight cultures suggested that cultural collectivism was positively related to reported use of deception in negotiations, and to greater emotional reactions (i.e. guilt, shame, and disgust) after the use of deception. At the individual level, however, the personality variable of allocentrism (consisting of behaviors found in collectivist cultures) was negatively related to the use of deception. Theoretical implications are discussed.
Key Words: collectivism • deception • individualism • negotiations
International Journal of Cross Cultural Management, Vol. 1, No. 1,
73-90 (2001) This article has been cited by other articles:
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