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Oath-taking for senior executives has been promoted as a mean to enhance honesty within and towards organizations. Herein we explore whether people who voluntarily sign a solemn truth-telling oath are more committed to sincere behavior when offered the chance to lie. We design an experiment to test how the oath affects truth-telling in two contexts: a neutral context replicating the typical experiment in the literature, and a "loaded" context in which we remind subjects that "a lie is a lie."doi:10.1287/mnsc.2017.2892 fatcat:tnrwtrvf5bdi3maqova6tj3dxa