Negotiations in organizational context are a fertile field for the occurrence of actions which may be considered ethically inappropriate. Recent research shows how several organizational context factors influence the way negotiators judge the ethical quality of negotiation behaviors. In the current study, the pertinent literature on the issue is briefly reviewed and a validation of Robinson, Lewicki, and Donahue (1998) model of acceptability of the negotiation tactics is attempted. Results from a study with 198 professional negotiators allowed us to propose an alternative factorial structure to the original model. Moreover, the hypothesis of an asymmetry in the self- perception of ethical acceptability of tactics associated to the negotiator social role (buyer or seller) is explored. Results confirm the existence of significant differences in the ethical acceptability of two categories of tactics.

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