Trust promotes unethical behavior: excessive trust, opportunistic exploitation, and strategic exploitation

Yip, Jeremy A.; Schweitzer, Maurice E.

doi:10.1016/j.copsyc.2015.09.017

Cited by 34 publications

(20 citation statements)

References 50 publications

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“…Overall, the dark side of trust in management literature has been found to have negative consequences for individuals and organizations such as allowing unethical behavior [50], overreliance on automation [27], poor judgment [13], management complacency [26], and underperformance [32]. In light of this understanding in management literature, little attention has been paid to the dark side of trust in ISec and IS research.…”

Section: Dark Side Trust In Cybersecuritymentioning

confidence: 99%

“…Trust in information systems (IS) research has largely been shown to be positive in different contexts such as electronic markets [2], e-commerce [40], website design [9], and online social networks [3]. Trust though has also been conceptualized and shown to result in negative consequences [12,34,37,50] as individuals may maintain trust unconditionally and over and above evidence to the contrary [12]. Trust, therefore, has been shown to have a "bright" and "dark" side stimulating both positive and negative consequences for individuals and organizations.…”

Section: Introductionmentioning

confidence: 99%

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Can Trust be Trusted in Cybersecurity?

Pienta¹,

Tams²,

Thatcher³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Human compliance in cybersecurity continues to be a persistent problem for organizations. This researchin-progress advances theoretical understanding of the negative effects of trust formed between individuals and the cybersecurity function (i.e., those responsible for protection), cybersecurity system (i.e., the protective technologies), and organization (i.e., those verifying (e.g., hiring, championing, vouching.) the cybersecurity department) that leads to suboptimal compliance behaviors. In contrast to the current information security literature that focuses on how organizations can induce compliance, this study begins to provide understanding into the degradation of compliance through organizational actions. Additionally, understanding is provided on how to combat the negative effects of trust. An integrated model is conceptualized using the theories of trust and attention. This model provides the theoretical foundation to study the role of dark side trust in the context of cybersecurity and provides initial mechanisms to reduce it. By developing this conceptualization of dark side trust and model, this study contributes to the general study of trust in information systems research outside of the domain of cybersecurity.

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Section: Dark Side Trust In Cybersecuritymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Can Trust be Trusted in Cybersecurity?

Pienta¹,

Tams²,

Thatcher³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…In this perspective, negotiators who confront angry counterparts may also experience feelings of anger, and these feelings may make them more likely to use deception for many reasons. First, anger makes people focused on retaliation (Allred, ; Frank, ; Pillutla & Murnighan, ), and the desire to retaliate increases the perceived benefits and reduces the perceived costs of deception (Yip & Schweitzer, ). Second, anger makes negotiators more competitive (Forgas, ; Pillutla & Murnighan, ), and competitive negotiators are more likely to use deception than cooperative negotiators (Schweitzer, DeChurch, & Gibson, ).…”

Section: The Interpersonal Emotion Deception Model (Iedm)mentioning

confidence: 99%

Feeling and Deceiving: A Review and Theoretical Model of Emotions and Deception in Negotiation

Methasani

Gaspar

Barry

2017

Negotiation Conflict Man Res

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Deception is pervasive in negotiation, and emotions are integral to the deception process. In this article, we review the theoretical and empirical research on emotions and deception in negotiation and introduce a theoretical model. In our review of the research, we find that emotions profoundly influence the decision to use deception. We also find that although negotiation is inherently interpersonal, theoretical and empirical research on deception has focused on the intrapersonal effects of emotion. For this reason, we integrate theory and research on the interpersonal effects of emotions into research on deception and propose a model—the Interpersonal Emotion Deception Model—that relates the emotions of a counterpart to the deception decisions of a negotiator. Our review and model expands our understanding of the important role of emotions in the deception decision process and provides a theoretical foundation for future research in the intrapersonal and interpersonal perspectives.

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“…In recent years, scholars have investigated the relationship between trust and unethical decision making (Jiang et al, ; Matherne & Litchfield, ; Yip & Schweitzer, ). Gargiulo and Ertug () indicated that trust can have negative effects, such as inducing blind faith.…”

Section: Introductionmentioning

confidence: 99%

“…Gargiulo and Ertug () indicated that trust can have negative effects, such as inducing blind faith. Yip and Schweitzer () argued that exploitation, such as Ponzi schemes or consumer fraud, normally involves trust. In other situations, a trust relationship can cause one party to accept less‐than‐satisfactory outcomes.…”

Section: Introductionmentioning

confidence: 99%

Experimental investigation into the role of trust in collusion

Lee

Yuan-Hsien

2017

Business Ethics: A Eur Rev

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Trust has traditionally been regarded as conducive to ethical decision making. However, empirical studies on the relationship between trust and ethical decision making are rare, especially those concerning the negative effects of trust. Therefore, our study aimed to provide empirical evidence in this area. An experiment was designed to investigate whether trusted parties are more likely than non-trusted parties to enter into a collusion that will have unfair consequences for a third party. The results showed that trusted parties are significantly more likely to collude than are nontrusted parties. Furthermore, an ancillary analysis revealed the mechanism of trust. First, participants with a stronger need to collude were the most likely to collude in the trust group. Second, experimental and hypothetical settings generated different results, and we suspect that real harm plays a vital role. Overall, we conclude that the absence of trust serves as an impediment to collusion.

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Trust promotes unethical behavior: excessive trust, opportunistic exploitation, and strategic exploitation

Cited by 34 publications

References 50 publications

Can Trust be Trusted in Cybersecurity?

Can Trust be Trusted in Cybersecurity?

Feeling and Deceiving: A Review and Theoretical Model of Emotions and Deception in Negotiation

Experimental investigation into the role of trust in collusion

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