Make the best out of the bad: coping with value incongruence through displaying facades of conformity, positive reframing, and self-disclosure

ABSTRACTAlthough employees suffer from negative effects of value incongruence, the way employees deal with it has rarely been explored. Combining person–environment research and conservation of resources theory, we predicted that the relationship between value incongruence and work-related outcomes would be moderated by three individual coping strategies: facades of conformity, positive reframing, and self-disclosure. We conducted one multilevel team study with 50 teams (N = 145) and one time-lagged study with two measurement occasions (N = 177). As expected, findings of our (multilevel) path models showed that person–group (PG) and person–organization (PO) value incongruence negatively related to the outcomes; however, our results suggest that the effects of PO value incongruence were stronger (Study 2). As hypothesized, self-disclosure and low facades of conformity mitigated the effect of PO value incongruence on absenteeism (Study 2). Additionally, self-disclosure buffered the effect of PG value incong...