Culture and deception in business negotiations: A multilevel analysis

Harry C. Triandis, Peter Carnevale, Michele Gelfand, Christopher Robert, S. Arzu Wasti, Tahira Probst, Emiko S. Kashima, Thalia Dragonas, Darius Chan, Xiao Ping Chen, Uichol Kim, Carsten De Dreu, Evert Van De Vliert, Sumiko Iwao, Ken Ichi Ohbuchi, Paul Schmitz

    Research output: Contribution to journalArticlepeer-review

    106 Citations (Scopus)


    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.

    Original languageEnglish
    Pages (from-to)73-90
    Number of pages18
    JournalInternational Journal of Cross Cultural Management
    Issue number1
    Publication statusPublished - 2001


    • Collectivism
    • Deception
    • Individualism
    • Negotiations

    ASJC Scopus subject areas

    • Business and International Management
    • Cultural Studies
    • Arts and Humanities (miscellaneous)
    • Organizational Behavior and Human Resource Management


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