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Corporate social responsibility (CSR) is going through a critical period that challenges its capacity to respond to social and environmental crises, which could be associated with the growing Corporate Hypocrisy (CH) phenomenon. This study aims to identify the theoretical perspectives of the scientific literature on CH as a contemporary phenomenon concerning CSR.

We adopted a sequential mixed-method approach in this study. First, we conducted a bibliometric analysis of the publications on the Web of Science database. Subsequently, we performed a content analysis of CH with CSR.

The literature review revealed two main research paths: the first deals with the perceptions of hypocrisy; the second relates to the company’s responsibility for disclosure. In addition, we found that researchers use different expressions to refer to the gap between discourse and action in organisations. Some authors suggest subtle differences between these terms, while others use them interchangeably. The causes of this phenomenon vary according to the facets of hypocrisy and the negative implications for the reputation and credibility of companies.

This study contributes to understanding the dissociation between CSR statements and practices. To this end, it combines and collates the literature on a phenomenon studied from different sides using numerous designations.

This study uses a job-demand resource perspective to test a conceptual model in which psychological contract breach has a negative relation with job performance (adaptivity and proficiency) through perceived job insecurity. Further, it has also been proposed that higher levels of role conflict will strengthen the impact of psychological contract breaches on job performance through job insecurity.

Two-wave data were collected from 449 working adults from the retail sector with managerial occupations in Chile. The moderated mediation models were tested through SPSS macro (developed by Preacher and Hayes, 2004).

The findings supported the hypotheses; first, psychological contract breach negatively influences job performance through job insecurity; and second, role conflict moderates the indirect relationship in a way that lower levels of role conflict buffer the relationship between psychological contract breach and job performance through job insecurity (versus higher levels of role conflict).

This study has practical and theoretical implications. On the one hand, it establishes how and when psychological contract breaches might harm individual job performance. On the other hand, it can be a guide to managers and employees who can find evidence about how harmful a breach of employees’ psychological contract can be.