Cognitive Dissonance and Public Compliance, and Their Impact on Business Performance in Hotel Industry

Wen Xi, Nigora Baymuminova (), Yi-Wei Zhang and Shi-Nyu Xu
Additional contact information
Wen Xi: School of Economics and Management, Taiyuan Normal University, Jinzhong 030619, China
Nigora Baymuminova: Department of Hotel Management, Graduate School, Kyung Hee University, Seoul 02447, Korea
Yi-Wei Zhang: Department of Hotel Management, Graduate School, Kyung Hee University, Seoul 02447, Korea
Shi-Nyu Xu: Department of Hotel Management, Graduate School, Kyung Hee University, Seoul 02447, Korea

Sustainability, 2022, vol. 14, issue 22, 1-20

Abstract: In this study, we investigate whether cognitive dissonance and compliance with collective rationality affect hotel CEO management activities. The study surveyed a wide range of hotel employees, from new recruits to CEOs, within 5-star hotels in Seoul to analyze perceptions of organizational members. A canonical correlation analysis was used to empirically investigate the correlations and differences among constitutional concepts. The study also used regression analysis to analyze the influential relationship between variables. The study found that despite the differences in individual beliefs, compliance to collective beliefs increased when individuals complied and received compensation despite their individual differences. The performance perceptions of financial and non-financial management improved at that time. Some research conducted on the Cognitive Dissonance also demonstrates that individuals with cognitive dissonance modify their behavior and cognition to reduce dissonance. It is true that an individual’s opinion differs from that of the group, but adding a cognitive factor that an individual is compensated by participating in and respecting the group’s beliefs leads to public compliance with those beliefs. Due to the strong public cognition and beliefs within the organization, the individual attempts to keep his or her cognitive and belief systems consistent, but complies with them regardless of his or her cognitive and belief systems. Furthermore, it suggests that managers can improve their performance by compensating people for conforming to group rules, since management performance is the end goal of management, and public compliance affects it significantly.

Keywords: cognitive dissonance; public compliance; management performance (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.mdpi.com/2071-1050/14/22/14907/pdf (application/pdf)
https://www.mdpi.com/2071-1050/14/22/14907/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:14:y:2022:i:22:p:14907-:d:969651

Access Statistics for this article

Sustainability is currently edited by Ms. Alexandra Wu

More articles in Sustainability from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().