Organizational justice: A fair assessment of the state of the literature.

By J. Colquitt, Jerald Greenberg. 2003

289 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a56e6134e4b70fdb9c1f2dc78c7fab9a238e5378

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Citations in the corpus

Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “Looking back, these reviews seemed to represent a sort of pivot point for the justice domain as it moved into a more established stage of its literature life cycle (Colquitt & Greenberg, 2003).”
Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “Organisational justice refers to ‘the extent to which people perceive organizational events as being fair’ (Colquitt and Greenberg, 2003:166).”
Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory (2011, methodology): “Procedural justice refers to the perceived fairness of the procedures used to make decisions (Colquitt & Greenberg, 2003; Thibaut & Walker, 1975).”
When does procedural fairness promote organizational citizenship behavior? Integrating empowering leadership types in relational justice models (2012, background): “…& Lind, Scholars and practitioners increasingly recognize the relevance of procedural fairness as a determinant of effective organizational leadership (e.g., Bies, 2005; Colquitt & Greenberg, 2003; De Cremer & Tyler, 2010; Greenberg, 2009; Van Knippenberg, De Cremer, & Van Knippenberg, 2007).”
Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity (2009, methodology): “This reasoning is not only consistent with the group-value model of procedural justice but also with the judgment process defined by Colquitt and Greenberg (2003), whereby people engage in an Copyright # 2009 John Wiley & Sons, Ltd. J. Organiz.”
Are Organizational Justice Effects Bounded by Individual Differences? An Examination of Equity Sensitivity, Exchange Ideology, and the Big Five (2007, background): “First and foremost, this study extends knowledge on one boundary condition of organizational justice, individual differences, that previously has been problematic (Colquitt & Greenberg, 2003).”
Organizational justice and stress: the mediating role of work-family conflict. (2004, background): “Research on organizational justice has demonstrated that concerns about fairness can affect the attitudes and behaviors of employees (for reviews, see Colquitt & Greenberg, 2003; Cropanzano, Byrne, Bobocel, & Rupp, 2001; Cropanzano & Greenberg, 1997).”
Department Conditions and Practices Associated with Faculty Workload Satisfaction and Perceptions of Equity (2019, background): “As such, it is important to create transparent procedures for the development of individualized work plans (Colquitt & Greenberg, 2003).”
How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. (2009, background): “Some theoretical reviews (Colquitt and Greenberg, 2003; Cropanzano et al., 2001) suggest that assessing the situational context in which injustice occurs can help build a better understanding of when and why retaliatory reactions are less likely.”