Suspending disbelief at work: theoretical foundations and implications for human resource management

Abstract

The concept of suspension of disbelief, originally rooted in literary and aesthetic theory, has increasingly gained relevance across psychology, education, philosophy, and organizational studies. In organizational contexts, employees are frequently required to engage with abstract systems, symbolic practices, narratives, and technologically mediated experiences that demand a temporary acceptance of uncertainty, incompleteness, or constructed realities. Human Resource Management (HRM), as a function deeply involved in shaping employee experiences, learning, and meaning-making, implicitly relies on this mechanism. This review paper synthesizes the theoretical foundations of suspension of disbelief and critically examines its implications for HRM. Drawing on literature from literary theory, cognitive psychology, learning sciences, and organizational studies, the paper conceptualizes suspension of disbelief as a cognitive–emotional mechanism that enables participation, engagement, trust, and learning in HR practices. Implications for recruitment, training and development, digital HRM, and organizational change are discussed, and directions for future HRM research are proposed.