Contemporary justice research: A new look at familiar questions

By Maureen L. Ambrose. 2002

199 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a2aa8699b5a57ac5fdd2a16ec40376fed39f703e

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Citations in the corpus

Organizational justice: New insights from behavioural ethics (2013, background): “…four interrelated theoretical questions: (i) why justice at work matters to individuals; (ii) how justice judgements are formed; (iii) what are the consequences of justice and injustice; and (iv) what factors are antecedent to justice (e.g. Ambrose, 2002; Cropanzano et al., 2001; Greenberg, 2001).”
The Influence of Perceptions of Fairness on Performance Appraisal Reactions (2007, background): “In summary, the justice literature has clearly established that people care about the fairness of their outcomes (distributive justice), the procedures to which they are subjected (procedural justice), and fairness of the interpersonal treatment and communication that they receive (interactional jus”
Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership (2013, methodology): “We build on fairness theory (Ambrose 2002) and the multiple needs model of organization justice (Rupp et al.”
How Do I Assess If My Supervisor and Organization are Fair? Identifying The Rules Underlying Entity-Based Justice Perceptions (2008, background): “Over the years, research on organizational justice has clearly established that fairness perceptions can influence important work outcomes (Ambrose, 2002) as well as employee behaviors and attitudes (Colquitt, Conlon, Wesson, Porter, & Ng, 2001).”
The effects of pay level on organization‐based self‐esteem and performance: A field study (2004, background): “Indeed the whole issue of how pay level and perceptions of justice (distributive, procedural, interactional and informational; Ambrose, 2002) relate to OBSE remains to be fully explored theoretically and empirically.”
Fairness Perceptions and Satisfaction with Components of Pay Satisfaction (2009, background): “proposal, Colquitt identified distributive justice, procedural justice, interpersonal justice, and informational justice as the four factors comprising the construct of organizational justice (see also Ambrose, 2002”
The role of employee engagement in work-related outcomes (2011, background): “Journal of Applied Psychology, 86 (3), 386-400.”
Effects of organizational justice, trust and commitment on employees' deviant behavior (2011, background): “Numerous researchers have established that workplace fairness is one important factor and that employee perception of justice can influence organizational outcomes (Ambrose, 2002; CohenCharash & Spector, 2001; Cropanzano & Greenberg, 1997; Greenberg, 2001; Jordan & Turner, 2008).”
Psychological perspectives on legitimacy and legitimation. (2006, unknown): “Similarly, studies in work organizations support the argument that those authorities who exercise their authority fairly are more likely to be viewed as legitimate and to have their decisions accepted (Ambrose 2002; Cohen-Charash & Spector 2001, 2002; Colquitt et al. 2001; Konovsky 2000).”
Organizational Justice and Organizational Citizenship Behavior: A Mediated Multifoci Model † (2009, background): “Ambrose and Hess (2001) extended the two-factor model by categorizing the four dimensions of justice (distributive, procedural, informational, and interpersonal) as either system- or person-focused.”
Linking Justice, Performance, and Citizenship via Leader–Member Exchange (2008, background): “out various reasons to ‘‘why justice matters’’ (Ambrose 2002; Cropanzano et al. 2001).”
Organizational justice and employee satisfaction in performance appraisal (2011, background): “Finally, the third kind of justice is interactional justice, which clearly establishes that people care about the fairness of the interpersonal treatment and communication that they receive (Ambrose, 2002; Bies, 2001).”
Sales-Force Reactions to Corporate Social Responsibility: Attributions, Outcomes, and the Mediating Role of Organizational Trust (2010, methodology): “We build on fairness theory (e.g., Ambrose, 2002; Kahneman, Knetsch, & Thaler, 1986), as well as on the multiple needs model of organizational justice (Rupp, Ganapathi, Aguilera, & Williams 2006), to build hypotheses linking a salesperson’s CSR-induced attributions to organizational trust and…”