Resumen
La hipocresía organizacional ha surgido como un marco para analizar discrepancias entre discursos, decisiones y prácticas en distintos tipos de organizaciones, aunque su sistematización empírica y conceptual ha sido limitada. Este estudio analiza la evolución, la estructura intelectual y las tendencias temáticas de la investigación sobre hipocresía organizacional mediante una revisión bibliométrica siguiendo el protocolo PRISMA, considerando artículos indexados en Scopus entre 1990 y 2025.
Se combinaron indicadores de productividad científica, leyes de Lotka, Price y Bradford, análisis de coautoría, cocitación y co-ocurrencia de palabras clave con Biblioshiny, y un análisis de contenido orientado a mapear patrones temáticos y la evolución conceptual.
Los resultados muestran crecimiento sostenido de la producción, alta concentración autoral y un núcleo conceptual robusto centrado en organizational hypocrisy, corporate social responsibility y paradox. El mapa temático identifica temas básicos, motores, nicho y emergentes, revelando líneas consolidadas en legitimidad, responsabilidad social y comunicación organizacional, y sublíneas en contextos educativos y organizaciones públicas.
La evolución conceptual evidencia un desplazamiento de explicaciones macro-institucionales hacia enfoques relacionales, situados y procesuales, incorporando perspectivas micro-organizacionales y herramientas tecnológicas, donde la hipocresía se entiende como mecanismo funcional y estratégicamente gestionado. Se concluye que, aunque la literatura ha alcanzado madurez teórica y analítica, persiste una integración limitada entre sublíneas y niveles de estudio, lo que sugiere oportunidades para exámenes comparativos, longitudinales y contextualmente situados que profundicen la comprensión del fenómeno y su gestión en distintos entornos organizacionales
Citas
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Bromley, P., & Powell, W. W. (2012). From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World. Academy of Management Annals, 6(1), 483–530. https://doi.org/10.1080/19416520.2012.684462
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Feeney, M., Ormiston, J., Gijselaers, W., Martens, P., & Grohnert, T. (2025). Framing Collective Moral Responsibility for Climate Change: A Longitudinal Frame Analysis of Energy Company Climate Reporting. Journal of Business Ethics, 198(3), 485–508. https://doi.org/10.1007/s10551-024-05801-0
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Higgins, C., Tang, S., & Stubbs, W. (2020). On managing hypocrisy: The transparency of sustainability reports. Journal of Business Research, 114, 395–407. https://doi.org/10.1016/j.jbusres.2019.08.041
Hoffmann, J. (2018). Talking into (non)existence: Denying or constituting paradoxes of Corporate Social Responsibility. Human Relations, 71(5), 668–691. https://doi.org/10.1177/0018726717721306
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Boiral, O. (2007). Corporate greening through ISO 14001: a rational myth? Organization. Organization Science, 18(1), 127–146. https://doi.org/10.1287/orsc.1060.0224
Bromley, P., Hwang, H., & Powell, W. W. (2012). Decoupling revisited: Common pressures, divergent strategies in the U.S. nonprofit sector. Management (France), 15(5), 468–501. https://doi.org/10.3917/mana.155.0469
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Brunsson, N. (2002). The organization of hypocrisy: Talk. decisions and actions in organizations (2nd ed.). Copenhagen Business School Press. https://doi.org/10.5465/amr.1991.4278979
Christensen, L. T., Morsing, M., & Thyssen, O. (2013). CSR as aspirational talk. Organization, 20(3), 372–393. https://doi.org/10.1177/1350508413478310
Czarnecka, B., Baxter, K., & O’Rourke, G. (2025). Educating Responsible Business Leaders: Organizational Hypocrisy in British Universities’ Commitment to Environmental Sustainability Education. Journal of Management Education. https://doi.org/10.1177/10525629251372152
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Feeney, M., Ormiston, J., Gijselaers, W., Martens, P., & Grohnert, T. (2025). Framing Collective Moral Responsibility for Climate Change: A Longitudinal Frame Analysis of Energy Company Climate Reporting. Journal of Business Ethics, 198(3), 485–508. https://doi.org/10.1007/s10551-024-05801-0
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Derechos de autor 2025 Sebastián Araya Pizarro