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Perceptions of High Integrity Can Persist After Deception: How Implicit Beliefs Moderate Trust Erosion

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  • Michael P. Haselhuhn

    (University of California, Riverside)

  • Maurice E. Schweitzer

    (University of Pennsylvania)

  • Laura J. Kray

    (University of California, Berkeley)

  • Jessica A. Kennedy

    (Vanderbilt University)

Abstract

Scholars have assumed that trust is fragile: difficult to build and easily broken. We demonstrate, however, that in some cases trust is surprisingly robust—even when harmful deception is revealed, some individuals maintain high levels of trust in the deceiver. In this paper, we describe how implicit theories moderate the harmful effects of revealed deception on a key component of trust: perceptions of integrity. In a negotiation context, we show that people who hold incremental theories (beliefs that negotiating abilities are malleable) reduce perceptions of their counterpart’s integrity after they learn that they were deceived, whereas people who hold entity theories (beliefs that negotiators’ characteristics and abilities are fixed) maintain their first impressions after learning that they were deceived. Implicit theories influenced how targets interpreted evidence of deception. Individuals with incremental theories encoded revealed deception as an ethical violation; individuals with entity theories did not. These findings highlight the importance of implicit beliefs in understanding how trust changes over time.

Suggested Citation

  • Michael P. Haselhuhn & Maurice E. Schweitzer & Laura J. Kray & Jessica A. Kennedy, 2017. "Perceptions of High Integrity Can Persist After Deception: How Implicit Beliefs Moderate Trust Erosion," Journal of Business Ethics, Springer, vol. 145(1), pages 215-225, September.
    • Handle: RePEc:kap:jbuset:v:145:y:2017:i:1:d:10.1007_s10551-017-3649-5
    DOI: 10.1007/s10551-017-3649-5
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    References listed on IDEAS

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    1. Schweitzer, Maurice E. & Hershey, John C. & Bradlow, Eric T., 2006. "Promises and lies: Restoring violated trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 1-19, September.
    2. Kurt T. Dirks & Donald L. Ferrin, 2001. "The Role of Trust in Organizational Settings," Organization Science, INFORMS, vol. 12(4), pages 450-467, August.
    3. William P. Bottom & Kevin Gibson & Steven E. Daniels & J. Keith Murnighan, 2002. "When Talk Is Not Cheap: Substantive Penance and Expressions of Intent in Rebuilding Cooperation," Organization Science, INFORMS, vol. 13(5), pages 497-513, October.
    4. Levine, Emma E. & Schweitzer, Maurice E., 2015. "Prosocial lies: When deception breeds trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 126(C), pages 88-106.
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    Cited by:

    1. Maurice E. Schweitzer & Teck-Hua Ho & Xing Zhang, 2018. "How Monitoring Influences Trust: A Tale of Two Faces," Management Science, INFORMS, vol. 64(1), pages 253-270, January.
    2. Di Wu & Zhongming Wang, 2020. "Be Careful How You Do It: The Distinct Effects of Observational Monitoring and Interactional Monitoring on Employee Trust," Sustainability, MDPI, vol. 12(15), pages 1-10, July.

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