• negotiation;
  • ethics;
  • attitudes;
  • behavior;
  • consequences

This study examines the relationships between negotiators' attitudes toward competitive and unethical tactics, their actual use of those tactics, and their subsequent perceptions of performance and reputation in two-party, e-mail-based negotiations. The results indicate several predictors of competitive-unethical behavior, including a negotiator's attitude toward competitive-unethical tactics, early use of competitive-unethical tactics, and the behavior of a negotiating counterpart. Furthermore, it was the perceived honesty of one's counterpart rather than the actual use of competitive-unethical behaviors that was associated with a negotiator's perceptions of the collective or joint outcome. The implications of these findings are discussed, along with suggestions for future research.