Abstract

To promote ethical and pro-environmental behavior, hypocrisy sometimes is made salient to individuals: i.e., they are made aware that their past behavior does not conform to expressed norms. The fact that this strategy may backfire and may even reduce the likelihood of individuals performing the desired action has been largely overlooked. This paper develops a theory of how hypocrisy stimulates two opposing heuristic processes: one that favors the former, positive outcome and one that renders hypocrisy non-effective. We test the model and reveal important boundary conditions using the finding of a comprehensive field experiment. Situational and individual factors determine which of the competing mechanisms is activated. The paper contributes a novel understanding to managers and scholars of how hypocrisy operates and illuminates the contingencies of when this strategy is beneficial.