Why Encouraging Manifestation is Insufficient for Mitigating Suppression: A Value–Threat Framework of Identity Management

Abstract: Organizations increasingly encourage employees to “bring their whole selves” to work, yet many employees of color continue to suppress aspects of their racial and ethnic identities. This raises an important question: why does identity suppression persist even in organizations that embrace differences and authenticity? We address this puzzle by introducing a value–threat framework of identity management that conceptualizes identity manifestation (intentionally integrating an identity) and identity suppression (intentionally concealing an identity) as independent strategies driven by distinct motivational systems. Drawing on approach–avoidance theory, we argue that manifestation is guided by perceptions that one’s identity is valued, whereas suppression is driven by concerns about threat. We theorize that organizational signals of value increase manifestation but are insufficient for reducing suppression, which requires cues that directly counteract threat. We test these arguments across three studies of employees of color, including two with preregistered time-separated designs. Consistent with our framework, perceptions of value predict manifestation but not suppression, whereas perceptions of threat predict suppression but not manifestation. Examining organizational signals alongside discrimination, we find that multiculturalism—a value-signaling cue—promotes manifestation via increased value perceptions but is unrelated to suppression because it does not mitigate threat. In contrast, allyship—organizational cues that confront bias and support marginalized employees in the face of disadvantage—reduces suppression by signaling reduced threat and promotes manifestation by signaling value. Together, these findings show that encouraging manifestation alone is insufficient for mitigating suppression and clarify why many diversity initiatives fall short.

Keywords: diversity, impression management, multiculturalism, allyship