Culture and Deception in Business Negotiations: A Multilevel Analysis

Abstract

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.

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