Abstract Deception is pervasive in negotiations. Negotiations are characterized by information asymmetries, and negotiators often have both opportunities and incentives to mislead their counterparts. Effective negotiators need to contend with the risk of being deceived, effectively respond when they identify deception, and manage the temptation to use deception themselves. In our review of deception research, we integrate emotion research. Emotions are both an antecedent and a consequence of deception, and we introduce the emotion deception model ( EDM ) to represent these relationships. Our model broadens our understanding of deception in negotiations and accounts for the important role of emotions in the deception decision process.
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