dc.contributor.author | Kuntz, Joana | |
dc.contributor.author | Dehlin, Erlend | |
dc.date.accessioned | 2020-05-20T11:39:21Z | |
dc.date.available | 2020-05-20T11:39:21Z | |
dc.date.created | 2019-06-07T13:08:14Z | |
dc.date.issued | 2019 | |
dc.identifier.citation | Journal of Management Development. 2019, 38 (2), 130-140. | en_US |
dc.identifier.issn | 0262-1711 | |
dc.identifier.uri | https://hdl.handle.net/11250/2655160 | |
dc.description.abstract | Purpose
Self-deception is generally deemed an adaptive psychological mechanism that ensures well-being, a sense of identity and social advancement. However, self-deception becomes maladaptive in organised environments that undermine the critical thinking essential to development and change. The purpose of this paper is to advance a theoretical model of self-deception, specifying and contextualising its intrapersonal and relational components in organisations. Further, it provides guidelines for practitioners to identify self-deception tactics, and minimise maladaptive self-deception.
Design/methodology/approach
Drawing on affective coping, system justification and self-categorisation theories, the paper illustrates how the interplay of intrapersonal and relational factors with organisational practices explain self-deception.
Findings
Maladaptive self-deception is pervasive in organisations that deter critical reflection, and intensify motivated biases to self-enhance and self-protect.
Originality/value
This paper proposes a socially and organisationally embedded model of self-deception, specifies how self-deception develops and manifests in organisations, and suggests ways of identifying and managing self-deception towards positive organisational development and change. | en_US |
dc.language.iso | eng | en_US |
dc.publisher | Emerald | en_US |
dc.title | Friend and foe? Self-deception in organisations | en_US |
dc.type | Peer reviewed | en_US |
dc.type | Journal article | en_US |
dc.description.version | acceptedVersion | en_US |
dc.source.pagenumber | 130-140 | en_US |
dc.source.volume | 38 | en_US |
dc.source.journal | Journal of Management Development | en_US |
dc.source.issue | 2 | en_US |
dc.identifier.doi | 10.1108/JMD-04-2018-0122 | |
dc.identifier.cristin | 1703475 | |
dc.description.localcode | © 2019. This is the authors' accepted and refereed manuscript to the article. The final authenticated version is available online at: https://doi.org/10.1108/JMD-04-2018-0122 | en_US |
cristin.unitcode | 194,67,80,0 | |
cristin.unitname | Institutt for lærerutdanning | |
cristin.ispublished | true | |
cristin.fulltext | preprint | |
cristin.qualitycode | 1 | |