The Influences of Deception and Computer-Mediation on Dyadic Negotiations

Abstract

This article reports on an experiment investigating the differences between computer-mediated and face-to-face negotiations and between negotiators being deceptive about hidden agendas and negotiators without hidden agendas. Our results supported the hypotheses that individuals negotiating via instant messaging are more likely to use forcing negotiating, experience more tension, and have lower deception detection accuracy than individuals negotiating face-to-face. Unexpectedly, it was found that individuals negotiating via instant messaging were more satisfied with the negotiation process than were face-to-face negotiators. Finally, results supported the hypothesis that those being deceptive about hidden agendas experienced higher tension than those without hidden agendas. These findings have several implications for organizations: higher levels of tension from computer-mediated negotiations and from deception can affect the long-term effectiveness of employees, undetected deception in computer-mediated negotiations can have a negative impact on negotiations, and computer-mediation can lead to the use of a forcing negotiation style, which may improve the effectiveness of negotiators with individualistic goals.