Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives.

By J. Colquitt, Brent A. Scott, J. B. Rodell, David M. Long, Cindy P. Zapata, Donald E. Conlon, Michael J. Wesson. Journal of Applied Psychology, 2013

1,354 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7d67c664d625cdeb7f91403ceac15a4496a32396

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Citations in the corpus

Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory (2017, methodology): “In computing correlations involving fairness, we used the intercorrelations among the justice dimensions reported by Colquitt et al. (2013) to create a composite of fairness dimensions.”
Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, neutral): “These rules are commonly named distributive, procedural, and interactional justice rules (for a review, see Colquitt et al. 2013).”
Understanding internal, external, and relational attributions for abusive supervision (2014, background): “According to Eberly et al. (2011), internal attributions for perceived abusive supervision may be associated with behaviors intended to improve employee–supervisor relations, suggesting that subordinates who hold these attributions may engage in less aggression and more supervisor-directed citizensh”
Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, background): “Such perceptions have been shown repeatedly to predict a wide range of attitudinal and behavioral outcomes (Colquitt et al., 2013; Rupp, Shao, Jones, & Liao, 2014), including work engagement (e.”
The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis (2021, neutral): “…has been linked to several important outcomes, such as job satisfaction and organizational commitment (Viswesvaran & Ones, 2002), positive affect (Colquitt et al., 2013), and employee health (Elovainio et al., 2010), and we expected it to also be highly likely to contribute to work engagement…”
Innovating under stress: The role of commitment and leader-member exchange (2017, methodology): “Contents lists available at ScienceDirect Journal of Business Research social exchange lens (Colquitt et al., 2013) might be particularly relevant to such an understanding, since employees are consistently involved in exchange relationships with their organizations.”
The incremental validity of organizational commitment, organizational trust, and organizational identification (2015, background): “Previous research has identified a wide range of positive attitudinal and behavioral outcomes associated with high levels of OC (Meyer et al., 2002), OT (Colquitt et al., 2013), and OI (Riketta, 2005), suggesting that all three generate important psychological benefits for workers.”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, methodology): “In a recent meta-analysis, Colquitt et al. (2013) indicated that in the past decade many organizational researches have focused on social exchange as a type of interpersonal relationship, drawing mainly on Blau’s (1964) theorizing, and that SET was the dominant approach for examining reactions to…”
Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “Furthermore, the source of justice is the target of employees’ subsequent reciprocal behaviors (Colquitt et al., 2013; Settoon, Bennett, & Liden, 1996).”
Recovery from work-related effort: A meta-analysis (2018, methodology): “In addition, consistent with previous meta‐analyses of this type (e.g., Colquitt et al., 2013), the ICC(2) form of the intraclass correlation was computed as a secondary assessment of interrater reliability.”
Organizational constraints: a meta-analysis of a major stressor (2016, background): “Interactional/interpersonal and informational justice were coded as procedural justice, as these constructs are sometimes viewed as facets of procedural justice, operationalized in the same way, and are highly correlated (see review in Colquitt et al., 2013; Fox, Spector, & Miles, 2001).”