RT Article
T1 Perceptions of Deception: Making Sense of Responses to Employee Deceit
JF Journal of business ethics
VO 80
IS 2
SP 327
OP 347
A1 Jehn, Karen A.
A1 Scott, Elizabeth D.
A2 Scott, Elizabeth D.
LA English
YR 2008
UL https://ixtheo.de/Record/1785630288
AB 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.
K1 Qualitative Research
K1 Sensemaking
K1 Reputation
K1 perceived dishonesty
K1 Image
K1 employee deception
K1 customer service
K1 customer’s perception of a company (CPC)
K1 causal attributions
K1 Blame
DO 10.1007/s10551-007-9423-3