Three roads to organizational justice

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Employees’ overall perception of HRM effectiveness (2005, background): “That is, in explaining the range and scope of individual responses to an organizational event, procedural justice may be a more relevant factor (Cropanzano et al., 2001).”
Corporate Social Responsibility, Ethical Leadership, and Trust Propensity: A Multi-Experience Model of Perceived Ethical Climate (2015, background): “For example, the justice and CSR literatures have identified three motives that address why employees should care about how their employers treat them: instrumental (a selfinterest motive), relational (a group-value motive), and moral (Cropanzano et al. 2001; Rupp 2011).”
IT Road Warriors: Balancing Work--Family Conflict, Job Autonomy, and Work Overload to Mitigate Turnover Intentions (2007, background): “In turn, social exchange relationships affect organizational commitment (Cropanzano et al. 2001).”
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships (2003, methodology): “After reviewing research on justice perceptions and several outcomes, Cropanzano and his colleagues (Cropanzano & Byrne, 2000; Cropanzano et al., 2001) suggested that close interpersonal relationships mediate the relationship between justice perceptions and organizational citizenship behaviors, and ”