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Perceptions of deception: making sense of responses to employee deceit
Journal of Business Ethics (2008)
  • Karen A. Jehn, Melbourne Business School
  • Elizabeth D. Scott
In this research, we examine the effects that customer perceptions of employee deception have on the customers’ attitudes toward an organization. Based on interview, archival, and observational data within the international airline industry, we develop a model to explain the complex effects of perceived dishonesty on observer’s attitudes and intentions toward the airline. The data revealed three types of perceived deceit (about beliefs, intentions, and emotions) and three additional factors that influence customer intentions and attitudes: the players involved, the beneficiaries of the deceit, and the harm done by the perceived lie. We develop a model with specific propositions to guide organizations with respect to apparently deceitful behavior of their employees. Implications and directions for future research are provided, focusing on the question of whether organizations should consistently encourage honesty or train their employees to be effective liars.
  • blame; causal attributions; customer’s perception of a company (CPC); customer service; employee deception; image; perceived dishonesty; reputation; sensemaking; qualitative research
Publication Date
Citation Information
Karen A. Jehn and Elizabeth D. Scott. "Perceptions of deception: making sense of responses to employee deceit" Journal of Business Ethics Vol. 80 Iss. 2 (2008)
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