We discuss the consequences of undetected lies for professional relationships. Lying is common in various professional contexts and typically goes undetected. However, recent research on deception in negotiation reveals that, despite potential economic benefits, undetected lies have hidden relational costs. In our studies, lies were designed to enable lucrative economic deals, and lies typically remained hidden from unsuspecting targets. Nevertheless, lying undermined negotiators’ satisfaction with their own deals and reduced their desire to interact with their counterpart again. We conclude that despite the potential short-term benefits of deception in negotiation, encouraging honesty in the workplace is crucial for building high-quality relationships and promoting employee engagement.
About Rutgers Business Review
Alex B. Van Zant
Rutgers University, USA
Alex B. Van Zant is an Assistant Professor in the Department of Management & Global Business at Rutgers Business School–Newark and New Brunswick, Rutgers University. His research examines how people can enhance their ability to manage impressions in interpersonal...
Jessica A. Kennedy
Vanderbilt University, USA
Jessica A. Kennedy is an Associate Professor of Management at Vanderbilt University. She holds a PhD from UC Berkeley and a B.S. from the University of Pennsylvania, and her research investigates potential conflicts between ethical values and career outcomes.
Laura J. Kray
University of California, Berkeley, USA
Laura J. Kray is a Professor at UC Berkeley's Haas School of Business in the Management of Organizations group. Her research examines the role of gender stereotypes and mindsets on workplace behavior, including negotiations and ethical decision-making.
by Rob Bogosian, Lynda Byrd-Poller
Business leaders are facing critical, post-COVID return-to-office decisions that will impact organizational culture, employee engagement, and firm performance...