Fairness Monitoring: Linking Managerial Controls and Fairness Judgments in Organizations

By C. Long, Corinne Bendersky, C. Morrill. 2011

182 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0af90c1609faf93d12417699d19b1fe0ca065848

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. Mayowa T. Babalola
2. Brent A. Scott

In Organizational Behavior and Human Resource Management

1. Brent A. Scott
2. Mayowa T. Babalola
3. Katrin Riisla
4. Gbemisola T. Soetan
5. You Jin Kim
6. Donald E. Conlon
7. Shuang Ren
8. Adela S. Garza

In Strategy and Management

1. Mayowa T. Babalola
2. Brent A. Scott
3. You Jin Kim
4. Donald E. Conlon
5. Adela S. Garza
6. Chidiebere Ogbonnaya

Citations in the corpus

• Thriving at work but insomniac at home: Understanding the relationship between supervisor bottom-line mentality and employee functioning (2020, methodology): “…the inclusion of insomnia and using a similar research design as Study 1, we invited 500 full-time employees from a wide range of industries in the United States to participate in online surveys hosted by Qualtrics (for recent studies using this online survey platform, see Long et al., 2011).”
• WHY DO MANAGERS ACT FAIRLY IN THE FIRST PLACE? A DAILY INVESTIGATION OF "HOT" AND "COLD" MOTIVES AND DISCRETION (2014, background): “Mayer, Nishii, Schneider, and Goldstein (2007) found that neurotic managers were less likely to adhere to interpersonal justice and agreeable managers were more likely to adhere to informational justice, while Patient and Skarlicki (2010) reported that both of these forms of justice are adhered to m”