And the Award for Best Actor Goes to…: Facades of Conformity in Organizational Settings

By Patricia Faison Hewlin. 2003

299 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3d6eca5e6002333ab20a1df9642d5c3b2635c3f3

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Citations in the corpus

The Energizing Nature of Work Engagement: Toward a New Need-Based Theory of Work Motivation (2017, background): “Individuals who are able to express their true self at work should experience reduced exhaustion and emotional depletion (Grandey, 2003; Hewlin, 2003, 2009).”
The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, background): “Defined as “false representations created by employees to appear as if they embrace organizational values” (Hewlin, 2003: 634), façade includes consistent efforts to modify behavior to conform to the values of the workgroup and suppress aspects of the true self (e.g., not sharing personal thoughts…”
Working While Liberal/Conservative: A Review of Political Ideology in Organizations (2020, background): “…organization permits hostile work behaviors towards certain ideologies (i.e., conservative views), those members may put on a facade of conformity to appear to fit in, linked to more exhaustion and withdrawal cognitions (Bermiss & McDonald, 2018; Hewlin, 2003, 2009; Miner-Rubino & Cortina, 2007).”
Managing Multiple Roles: Work-Family Policies and Individuals' Desires for Segmentation (2005, background): “Finally, employees may want to segment home and work to cope with differing expectations or norms for behavior in the two domains (Hewlin 2003).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “Hewlin (2003) noted that unlike most IM, a facade of conformity is not targeted at any one individual (e.g., a supervisor, an interviewer); rather, the term describes the tendency of employees to pretend that they embrace organizational values in their interactions with everyone in the organization.”
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers’ Authentic Self-expression (2013, background): “…or perspectives in order to fit into an organization’s dominant culture create a sense of alienation from themselves (Grandey, 2003: 89; Roberts, 2012) and must divert cognitive resources to cope with identity conflict (Higgins, 1989; Bell, 1990; Settles, Sellers, and Damas, 2002; Hewlin, 2003).”
Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees (2017, background): “Employees are often required to enact espoused organizational values in their work behaviors (for example, as part of their professional roles), even when they do not fully support these values (Gruys et al. 2008;Hewlin 2003).”
Changing Faces: Professional Image Construction In Diverse Organizational Settings (2005, background): “Hewlin (2003) also proposes that individuals who create facades of conformity by masking their true values when they differ from or conflict with organizational values will experience tension and stress.”
The mismanaged soul: Existential labor and the erosion of meaningful work (2017, unknown): “Studies in facades of conformity and impression management have found that individuals who are high self-monitors may be more concerned than others with fitting in (Hewlin, 2003; 2009; Fuller, Barnett, Hester et al., 2007).”
Social Influence Opportunity Recognition, Evaluation, and Capitalization: Increased Theoretical Specification Through Political Skill’s Dimensional Dynamics (2018, background): “…has been referred to as a “situated identity,” and research has indicated that individuals use their ability to read situations accurately to develop patterns of situationally appropriate behavior designed to produce favorable results (Alexander & Knight, 1971; Gergen & Taylor, 1969; Hewlin, 2003).”
To Disclose or Not to Disclose? Status Distance and Self-Disclosure in Diverse Environments (2009, background): “Importantly, this choice is not about presenting a false image; rather, it is simply choosing to enact different aspects of one’s true self in separate domains (cf. Hewlin, 2003, 2009).”
Marks of Distinction (2015, background): “For example, it can be perceived as a ‘‘facxade of conformity’’ (Hewlin, 2003), a false representation that aims at ingratiation and self-promotion (Jones and Pittman, 1982).”