How Can Theories of Organizational Justice Explain the Effects of Fairness

By Steven L. Blader, Tom Tyler. 2005

114 citations recorded by the source corpus.

Subfields: Information Systems and Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/59dd6157ae45a2dd25ecb2a46e166cb9ae9d2e5d

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Citations in the corpus

Organizational Justice and Behavioral Ethics: Promises and Prospects (2009, background): “Hafer and Olson argue that people sometimes believe it is appropriate to distinguish how they treat others (cf. Blader & Tyler, 2001).”
Identity Negotiation at Work (2009, background): “A breakdown in identity negotiations at any of these levels would contribute to perceptions of unfairness (Ambrose & Arnaud, 2005; Blader & Tyler, 2005).”
Authoritarian leadership and employee silence in China (2017, background): “This may lead to the employee feeling valued and respected, which may increase their self-esteem (see Blader & Tyler, 2005).”
Distributive justice, procedural justice, exemplarity, and employees’ willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM merger (2011, background): “Three decades of research (Colquitt, Greenberg, & Zapata-Phelan, 2005) have offered convincing evidence that justice perceptions substantially impact employees’ cooperative attitudes and behaviors at work, notably in the context of organizational change (Blader & Tyler, 2005).”
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work (2008, methodology): “If the employee did not reciprocate, this would set the exchange relationship at risk (Blader & Tyler, 2005).”
Resistance, justice, and commitment to change (2010, background): “However, reviews of procedural justice research suggest that justice influences employee reactions even if outcomes are negative (Brockner et al., 1994; Brockner & Wiesenfeld, 1996). For example, Brockner et al. (1994) found that regardless of the outcome of a particular organizational decision, fai”
Testing and extending the group engagement model: linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. (2009, unknown): “This argument has its roots in relational models of procedural justice (Lind & Tyler, 1988; Tyler & Lind, 1992), one of several theoretical approaches that address why people react to procedural justice (Blader & Tyler, 2005).”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, background): “…proven to be strongly associated with many dynamics related to change, such as openness to change, acceptance of change, cooperation with change, satisfaction with change (Blader & Tyler, 2005; Tyler & Blader, 2003; Wanberg & Banas, 2000) and individual response to change (Greenberg, 2001).”