Lyubykh, Zhanna, Barclay, Laurie J., Fortin, Marion, Bashshur, Michael and Khakhar, Malika (2022) Why, how, and when divergent perceptions become dysfunctional in organizations: A Motivated cognition perspective. Research in Organizational Behavior, vol. 42 (n° 100177).

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Identification Number : 10.1016/j.riob.2022.100177


Decades of research has demonstrated that people can arrive at starkly different perceptions in the same social situations. Divergent perceptions are not inherently dysfunctional. However, if divergent perceptions are not managed effectively, they can have deleterious effects that can undermine functioning in the workplace. Drawing on a motivated cognition perspective, we outline why divergent perceptions may emerge as well as overview the benefits and drawbacks of divergent perceptions in organizational contexts. Next, we highlight the complexities associated with divergent perceptions in the workplace, including why, how, and when divergent perceptions may become dysfunctional. We also showcase theoretical insights from a motivated cognition perspective that can enhance our understanding of how divergent perceptions can be effectively managed. We conclude by outlining key theoretical insights and avenues for future research, including how organizations can use a motivated cognition perspective to manage divergent perceptions related to complex societal issues and issuing a call to adopt a systems approach that recognizes the importance of contextual layers for understanding and effectively managing divergent perceptions in organizations.

Item Type: Article
Language: English
Date: February 2022
Refereed: Yes
Place of Publication: Greenwich
Uncontrolled Keywords: Motivated cognition, Divergent perceptions, Alternate facts, Fake cues, Identity protection motives, Tribalism, Diversity, Societal issues
Subjects: C- GESTION
Divisions: TSM Research (Toulouse)
Site: UT1
Date Deposited: 16 Dec 2022 12:31
Last Modified: 15 Dec 2023 08:34
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