Vanderbilt University – Owen Graduate School of Management
Erin M. Rehel
March 1, 2013
Handbook of Research in Conflict Management (Elgar, 2014)
Vanderbilt Owen Graduate School of Management Research Paper No. 2321783
This chapter considers what ethicists say normatively about acts of deception in negotiation, and what psychologists and organizational behaviorists report empirically about the causes, forms, and consequences of deceptive behavior. After brief attention to definitions of lying and deception, we describe normative approaches found mainly in the business ethics literature that address negotiator bluffing. We then summarize empirical social science research on deception, highlighting work in social psychology and communication theory on lying and its detection. A discussion of (mainly) empirical work on deceptive behavior in negotiation follows, including informational forms of deceptions as well as strategic simulation or suppression of emotions. In a concluding section we highlight research gaps and fruitful directions for future inquiry.