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The good, the bad and the ugly thing to do when sharing information: Revealing, concealing and lying depend on social motivation, distribution and importance of information

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  • Steinel, Wolfgang
  • Utz, Sonja
  • Koning, Lukas
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    Abstract

    Research on information sharing in group decision-making has widely assumed a cooperative context and focused on the exchange of shared or unshared information in the hidden profile paradigm ([Stasser and Titus, 1985] and [Stasser and Titus, 1987]), neglecting the role of information importance. We argue that information sharing is a mixed-motive conflict setting that gives rise to motivated strategic behavior. We introduce a research paradigm that combines aspects of the traditional information sampling paradigm with aspects of a public good dilemma: the information pooling game. In three experiments, we show that information sharing is strategic behavior that depends on people's pro-social or pro-self motivation, and that people consider information sharedness and information importance when deciding whether to reveal, withhold, or falsify their private or public information. Pro-social individuals were consistently found to honestly reveal their private and important information, while selfish individuals strategically concealed or even lied about their private and important information.

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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 113 (2010)
    Issue (Month): 2 (November)
    Pages: 85-96

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    Handle: RePEc:eee:jobhdp:v:113:y:2010:i:2:p:85-96

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Information sharing Social motives Deception Group decision-making;

    References

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    1. Boles, Terry L. & Croson, Rachel T. A. & Murnighan, J. Keith, 2000. "Deception and Retribution in Repeated Ultimatum Bargaining," Organizational Behavior and Human Decision Processes, Elsevier, vol. 83(2), pages 235-259, November.
    2. Chen, Xiao-Ping & Au, Wing Tung & Komorita, S. S., 1996. "Sequential Choice in a Step-Level Public Goods Dilemma: The Effects of Criticality and Uncertainty," Organizational Behavior and Human Decision Processes, Elsevier, vol. 65(1), pages 37-47, January.
    3. Mara Olekalns & Philip Smith, 2009. "Mutually Dependent: Power, Trust, Affect and the Use of Deception in Negotiation," Journal of Business Ethics, Springer, vol. 85(3), pages 347-365, March.
    4. De Cremer, David & Dijk, Eric van, 2009. "Paying for sanctions in social dilemmas: The effects of endowment asymmetry and accountability," Organizational Behavior and Human Decision Processes, Elsevier, vol. 109(1), pages 45-55, May.
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    Cited by:
    1. Beersma, Bianca & Homan, Astrid C. & Van Kleef, Gerben A. & De Dreu, Carsten K.W., 2013. "Outcome interdependence shapes the effects of prevention focus on team processes and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 121(2), pages 194-203.
    2. Koning, Lukas & Steinel, Wolfgang & Beest, Ilja van & Dijk, Eric van, 2011. "Power and deception in ultimatum bargaining," Organizational Behavior and Human Decision Processes, Elsevier, vol. 115(1), pages 35-42, May.

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