Hypocrisy and culture: Failing to practice what you preach receives harsher interpersonal reactions in independent (vs. interdependent) cultures

Preregistered Replication and Extension of "Moral Hypocrisy: Social Groups and the Flexibility of Virtue"

The tendency for people to consider themselves morally good while behaving selfishly is known as moral hypocrisy. Influential work by Valdesolo and DeSteno (2007) found evidence for intergroup moral hypocrisy such that people were more forgiving of transgressions when they were committed by an in-group member than an out-group member. We conducted two experiments to examine moral hypocrisy and group membership in an online paradigm with Prolific workers from the United States: a direct replication of the original work with minimal groups (N = 610; nationally representative) and a conceptual replication with political groups (N = 606; 50% Democrats and 50% Republicans). Although the results did not replicate the original findings, we observed evidence of in-group favoritism in minimal groups and out-group derogation in political groups. The current research finds mixed evidence of intergroup moral hypocrisy and has implications for understanding the contextual dependencies of intergroup bias and partisanship.

Unveiling the Paradox of Selflessness: Exploring Perceptions of Hypocrisy and Priority Outgroup in Intergroup Moral Dilemmas

Purpose

This study examines the impact of prioritizing the out-group in intergroup moral dilemmas. The research aims to achieve three primary objectives: 1) investigating the relationship between out-group prioritization and perceptions of hypocrisy, 2) exploring the influence of perceived hypocrisy and negative emotions on moral judgments, and 3) uncovering the underlying reasons for perceiving outgroup prioritization as hypocritical.

Methods

Experiments 1, 2 and 3 involved presenting Chinese participants with out-group rescuers and in-group rescuers and asking them to rate the two on three dimensions: level of hypocrisy, level of morality, and negative emotions toward the rescuers. In Experiment 3, the degree of similarity between participants and rescuers was manipulated to control for the level at which participants projected their own intrinsic motivations (ie, self-interest) onto the rescuers.

Results

Experiments 1 and 2 jointly showed that participants perceived the out-group rescuer as more hypocritical and immoral compared to the in-group rescuer, and that participants had stronger negative emotions toward the out-group rescuer. Mediation analysis also demonstrated that the perception of hypocrisy and negative emotions largely mediated the relationship between the different rescuers and participants' evaluation of the rescuers' morality. In Experiment 3, participants gave higher hypocrisy ratings to high projection out-group rescuers compared to low projection out-group rescuers.

Conclusion

In intergroup dilemmas, choosing to sacrifice the in-group to rescue the outgroup is perceived as more hypocritical, immoral, and objectionable. Perceived hypocrisy arises from an incongruity between individuals' subjective judgments of the rescuers' self-interest motives and the altruistic choice made by the rescuers to rescue the out-group.

A pull versus push framework for reputation

Reputation is a powerful driver of human behavior. Reputation systems incentivize 'actors' to take reputation-enhancing actions, and 'evaluators' to reward actors with positive reputations by preferentially cooperating with them. This article proposes a reputation framework that centers the perspective of evaluators by suggesting that reputation systems can create two fundamentally different incentives for evaluators to reward positive reputations. Evaluators may be pulled towards 'good' actors to benefit directly from their reciprocal cooperation, or pushed to cooperate with such actors by normative pressure. I discuss how psychology and behavior might diverge under pull versus push mechanisms, and use this framework to deepen our understanding of the empirical reputation literature and suggest ways that we may better leverage reputation for social good.

Understanding the Magnitude of Hypocrisy in Moral Contradictions: The Role of Surprise at Violating Strong Attitudes

Although two people could both enact similar forms of hypocrisy, one person might be judged as more hypocritical than the other. The present research advances a novel, theoretical explanation for a paradigmatic instance of this: the increased hypocrisy ascribed to contradicting a morally (vs. nonmorally) based attitude. In contrast to prior explanations, the present research shows that people infer targets holding morally (vs. nonmorally) based attitudes are more difficult to change. Consequently, when people are hypocritical on these stances, it elicits greater surprise, which amplifies the perceived hypocrisy. Through both statistical mediation and experimental moderation, we provide evidence for this process and show how our explanation generalizes to understanding heightened hypocrisy in other contexts, too (i.e., violating nonmoral attitudes held with certainty vs. uncertainty). Altogether, we provide an integrative, theoretical lens for predicting when moral and nonmoral acts of hypocrisy will be perceived as particularly hypocritical.

Hypocrisy is the tribute that vice pays to virtue: Dynamics of perceived organization hypocrisy and job embeddedness in the hospitality industry

In the wake of the COVID-19 pandemic, hospitality institutions are striving for legitimacy, which leads them to organizational hypocrisy, generating perceptions of inducement breach, future anxiety, and ultimately reduced Job Embeddedness. This study has identified industry and environmental situation-specific constructs in a mutual relationship to fill a theoretical gap. An electronic survey of 2100 frontline employees was administered among which 842 completed surveys were retained for analysis. The validity of the measures and the absence of common method bias were established. SPSS PROCESS was used to compute the serial mediation effects. Contrary to existing knowledge, the results of this study indicate that organizational hypocrisy increases employee job embeddedness. Three reasons identified for this result are Asian culture sample, prevalence of COVID-19 pandemic, and the necessity of hypocrisy emphasized by scholars. The study also presents an underlying mechanism that makes this relationship negative through perceived inducement breach and future anxiety. This study focuses on HOW and IF organizational hypocrisy has detrimental effects, thus adding empirical evidence to otherwise exploratory literature. For hospitality industry, employees are an irreplaceable resource that provides competitive advantages; they need to align their values with that of their employees by word and actions or risk losing them.

Effect of Matching Between the Adopted Corporate Response Strategy and the Type of Hypocrisy Manifestation on Consumer Behavior: Mediating Role of Negative Emotions

Consumers may sense hypocrisy in corporate social responsibility (CSR) if they note inconsistency in enterprises’ words and deeds related to CSR. This inconsistency originates from the intentional selfish actions and unintentional actions of enterprises. Studies have revealed that consumers’ perception of hypocrisy has a negative influence on enterprise operation. However, studies have not examined how corporate responses to consumers’ hypocrisy perception affect consumers’ attitude and behavior. Therefore, the present study attempted to determine the measures that should be undertaken by enterprises to reduce consumers’ negative response to them when consumers perceive them to be hypocritical. We conducted a situational simulation experiment to explore the effect of the match between corporate hypocrisy manifestation (moral hypocrisy vs. behavioral hypocrisy) and the corporate response strategy (reactive CSR communication vs. proactive CSR communication) on consumers’ negative behaviors toward an enterprise and to test the mechanism influencing this effect. The results indicated that the interaction between the type of corporate hypocrisy and the corporate response strategy has a significant effect on consumers’ negative behaviors toward an enterprise. Consumers’ negative emotions have a mediating influence on the aforementioned effect. This study explored the response strategies of enterprises during a corporate hypocrisy crisis, classified corporate hypocrisy crises into two types (moral hypocrisy vs. behavioral hypocrisy) according to the different manifestations of corporate hypocrisy, and introduced situational crisis communication theory (SCCT) into research on corporate hypocrisy. The present results help expand knowledge on corporate hypocrisy.

Outside the "Cultural Binary": Understanding Why Latin American Collectivist Societies Foster Independent Selves

Cultural psychologists often treat binary contrasts of West versus East, individualism versus collectivism, and independent versus interdependent self-construal as interchangeable, thus assuming that collectivist societies promote interdependent rather than independent models of selfhood. At odds with this assumption, existing data indicate that Latin American societies emphasize collectivist values at least as strongly as Confucian East Asian societies, but they emphasize most forms of independent self-construal at least as strongly as Western societies. We argue that these seemingly “anomalous” findings can be explained by societal differences in modes of subsistence (herding vs. rice farming), colonial histories (frontier settlement), cultural heterogeneity, religious heritage, and societal organization (relational mobility, loose norms, honor logic) and that they cohere with other indices of contemporary psychological culture. We conclude that the common view linking collectivist values with interdependent self-construal needs revision. Global cultures are diverse, and researchers should pay more attention to societies beyond “the West” and East Asia. Our contribution concurrently illustrates the value of learning from unexpected results and the crucial importance of exploratory research in psychological science.

When and Why Perceived Organizational Environmental Support Fails to Work: From a Congruence Perspective

Environmental responsibility has been increasingly emphasized in the management field. Perceived organizational environmental support is generally considered desirable within organizations. Nonetheless, both scholars and practitioners doubt that it is a panacea for enhancing employee green behavior (EGB), an important workplace behavior benefiting the environment and corporate sustainability. From a congruence perspective, this research explores when and why perceived organizational environmental support fails to increase EGB effectively. Drawing upon cue consistency theory and the corporate hypocrisy literature, we propose that perceived organizational environmental support backfires when it is incongruent with another critical cue signaling an organization's environmental stance – perceived supervisory environmental support (particularly when perceived organizational environmental support is higher than perceived supervisory environmental support). This is because the inconsistent signals of environmental support from the organization (in the form of policy commitment) and supervisor (in the form of supportive behaviors) arouse employees’ perception of corporate hypocrisy, which in turn inhibits EGB. Both the scenario experiment results (Study 1) and the polynomial regression results of the field survey data (Study 2) support our hypotheses. Theoretical contributions and managerial implications are discussed.

Culture, Status, and Hypocrisy: High-Status People Who Don’t Practice What They Preach Are Viewed as Worse in the United States Than China

Status holders across societies often take moral initiatives to navigate group practices toward collective goods; however, little is known about how different societies (e.g., the United States vs. China) evaluate high- (vs. low-) status holders’ transgressions of preached morals. Two preregistered studies (total N = 1,374) examined how status information (occupational rank in Study 1 and social prestige in Study 2) influences moral judgments of norm violations, as a function of word–deed contradiction and cultural independence/interdependence. Both studies revealed that high- (vs. low-) status targets’ word–deed contradictions (vs. noncontradictions) were condemned more harshly in the United States but not China. Mediation analyses suggested that Americans attributed more, but Chinese attributed less, selfish motives to higher status targets’ word–deed contradictions. Cultural in(ter)dependence influences not only whom to confer status as norm enforcers but also whom to (not) blame as norm violators.