Fairness theory: Justice as accountability.

By Robert Folger, Russell S. Cropanzano. 2001

769 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/71b9c70a13656511bfc2a1ac5123633e7dd5a677

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Citations in the corpus

When Employees Are Out of Step with Coworkers: How Job Satisfaction Trajectory and Dispersion Influence Individual- and Unit-Level Voluntary Turnover (2012, background): “Both justice theory and sensemaking theory indicate that people are inclined to interpret their changing situations according to summary cues that reflect evaluations of the social context and then use those cues in deciding how to behave (Folger & Cropanzano, 2001; Weick, 1995).”
Justice and personality: Using integrative theories to derive moderators of justice effects ☆ (2006, background): “In a fairness theory sense, moral individuals should have a heightened interest in the should counterfactual portion of the blame assessment process (Folger & Cropanzano, 2001).”
Authentic Leadership: Development and Validation of a Theory-Based Measure† (2008, background): “Indeed, in lieu of sound means of measuring these constructs, it is very difficult to fairly hold leaders ethically accountable (Folger & Cropanzano, 2001).”
Employee Justice Across Cultures (2013, background): “According to Folger and his colleagues (Folger & Cropanzano, 1998, 2001; Folger, Cropanzano, & Goldman, 2005), people judge injustice through a three-step counterfactual thought process.”
Procedural Justice, Outcome Favorability and Emotion (2000, background): “Guilt occurs when individuals benefit from violating their own moral standards (Folger and Cropanzano, 2001; Poulson, 2000).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, background): “First, abusive supervision represents a negative event, and research indicates negative events prompt sensemaking searches more often than positive events (Folger & Cropanzano, 2001; Hastie, 1984; Wong & Weiner, 1981).”
Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, unknown): “According to fairness theory (Folger and Cropanzano 2001; Folger et al. 2005), individuals perceive injustice from an accountable party if the party violates normative rules and intends to harm the other party.”
Beyond negotiated outcomes: The hidden costs of anger expression in dyadic negotiation (2012, background): “When people feel mistreated, they often feel the urge to get back at the perpetrator (Barclay et al., 2005; Folger & Cropanzano, 1998, 2001; Rupp & Spencer, 2006) because mistreatment stimulates a desire to reciprocate harm with harm (Berkowitz, 1993).”
When Leaders Fail to “Walk the Talk” (2015, background): “Fairness theory (Folger & Cropanzano, 2001), in particular, may be beneficial for considering when subordinates care the most about leader hypocrisy by determining whether a leader could have refrained from behaving hypocritically.”