Mutually Dependent: Power, Trust, Affect and the Use of Deception in Negotiation

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An Empirical Study on the Organizational Trust, Employee-Organization Relationship and Innovative Behavior from the Integrated Perspective of Social Exchange and Organizational Sustainability (2018, background): “It can promote individual friendships [1], create favorable bargaining and negotiation situations [2,3], and reduce transaction costs between individuals [4,5].”
At What Level (and in Whom) We Trust (2012, background): “While affective trust has been found to decrease the use of deception, cognitive trust and perceptions of partner trustworthiness have been found to increase the use of deception in negotiations (Olekalns & Smith, 2007, 2009).”
Not Competent Enough to Know the Difference? Gender Stereotypes about Women's Ease of Being Misled Predict Negotiator Deception (2014, unknown): “Negotiators use deception opportunistically (Elangovan & Shapiro, 1998; Mazar, Amir, & Ariely, 2008; Olekalns & Smith, 2007, 2009), and the mere perception that a counterpart is weak may elicit deception (Elangovan & Shapiro, 1998; Olekalns & Smith, 2007, 2009).”