Successful cooperation is tightly linked to individuals’ beliefs about their interaction partners, the decision setting, and existing norms, perceptions, and values. This article reviews and integrates findings from judgment and decision-making, social and cognitive psychology, political science, and economics, developing a systematic overview of the mechanisms underlying motivated cognition in cooperation. We elaborate on how theories and concepts related to motivated cognition developed in various disciplines define the concept and describe its functionality. We explain why beliefs play such an essential role in cooperation, how they can be distorted, and how this fosters or harms cooperation. We also highlight how individual differences and situational factors change the propensity to engage in motivated cognition. In the form of a construct map, we provide a visualization of the theoretical and empirical knowledge structure regarding the role of motivated cognition, including its many interdependencies, feedback loops, and moderating influences. We conclude with a brief suggestion for a future research agenda based on this compiled evidence.