hypocrisy in organization unveiled through phenomenography: an understanding of triangulated understandings

the purpose of this study is to explore and classify the perceptions of the phenomenon of hypocrisy in organization from viewpoint of employees in a university using phenomenography, so that achieving to a deeper understanding of this phenomenon. sampling was done by maximum variation method and sample size was determined 30 people using theoretical saturation. some open semi-structural interviews were done among participants; then data was coded using maxqda. after analyzing interviews, five perspectives were created: concepts based on impression management techniques (ingratiation and blasting), the person’s hidden benefit-seeking continuous intention (protecting post, promoting post, and attracting benefits), person’s active hypocritical properties (self-monitoring and learning dysfunctional political behaviors), managerial flattering-culture, and political voice and silence culture. thereafter, those mentioned classes were located on a triple-level hierarchy (behavioral techniques, individual and organization). findings were validated through credibility, transferability, dependability, and conformability indexes.