Table of Contents

Handbook of Conflict Management Research

Handbook of Conflict Management Research

Elgar original reference

Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn

This unique book draws together current thoughts and research in conflict management. Specifically, it brings a wealth of knowledge from authorities in the field on emerging issues such as power in conflict, cognition and emotions in conflict, leading conflict from multiple perspectives and cultural orientations, the role of context in conflict and the teaching of conflict management. Altogether, the Handbook provides a critical avenue for researchers and practitioners’ continued engagement in conflict research and management theory.

Chapter 21: Lies, damn lies, and negotiation: An interdisciplinary analysis of the nature and consequences of deception at the bargaining table

Bruce Barry and Erin M. Rehel

Subjects: business and management, organisational behaviour, strategic management

Abstract

This chapter considers what ethicists say normatively about deception in negotiation, and what social scientists report empirically about the causes, forms, and consequences of deceptive behavior. Following brief definitions of lying and deception, we describe normative approaches found 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. A concluding section highlights four research needs: greater methodological variety, more focus on cultural context, expanded attention to moral psychology, and better integration between normative and social scientific perspectives.

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