On the dimensionality of organizational justice: a construct validation of a measure.

By J. Colquitt. Journal of Applied Psychology, 2001

5,718 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b1ad2a08dc6b9c598f2ac101b22c2de8cd23e47f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems and Management

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

(Un)Ethical Behavior and Performance Appraisal: The Role of Affect, Support, and Organizational Justice (2013, background): “forms of work behavior (see Cropanzano and Stein 2009). For instance, in their meta-analysis on citizenship, Organ and Ryan (1995) found that fairness (distributive, procedural, and overall) was significantly positively linked to citizenship.”
Creating an ethical organizational environment: The relationship between ethical leadership, ethical organizational climate, and unethical behavior (2020, background): “Just as Colquitt (2001) provides a refined measure of justice, researchers still rely on prior, seminal work to build their research arguments.”
The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, background): “interpersonal justice, stressing issues of politeness, and respect (Colquitt 2001; Greenberg 1993).”
Relationship Clean-Up Time: Using Meta-Analysis and Path Analysis to Clarify Relationships Among Job Satisfaction, Perceived Fairness, and Citizenship Behaviors † (2008, background): “, an informational component) and treating people with dignity and respect (i.e., an interpersonal component; Colquitt, 2001; Greenberg, 1993).”
Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives (2009, methodology): “Perceptions of procedural justice were assessed using Colquitt’s (2001) 6-item scale (a = .”
The Moderating Effects of Equity Sensitivity on The Relationship Between Organizational Justice and Organizational Citizenship Behaviors (2005, background): “Research has recognized several components of organizational justice—distributive, procedural, interactional, and informational (e.g., Colquitt, 2001; Cropanzano & Greenberg, 1997; Moorman, 1991; Parker, Baltes, & Christiansen, 1997; Tyler & Lind, 1992).”
The problem of measurement model misspecification in behavioral and organizational research and some recommended solutions. (2005, methodology): “Therefore, contrary to how it has been modeled in the literature (cf. Colquitt, 2001; Masterson, 2001; Moorman, 1991), procedural justice should probably be modeled as having formative indicators.”
Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect (2018, background): “Organizational justice theory, developed by Greenberg (1987) and modified by Colquitt (2001), may address the second component of the ethical leader’s characteristics (i.e., believing in justice).”
The development and validation of the Workplace Ostracism Scale. (2008, background): “, 1982) X Group cohesion (Seashore, 1954) X Interpersonal justice (Colquitt, 2001) X Perceived coworker OCB norms X”
Experience Sampling Methods: A Discussion of Critical Trends and Considerations for Scholarly Advancement (2018, background): “, interactional justice experienced today; Judge, Scott, & Ilies, 2006) rather than a comprehensive array of experiences that might be captured by broadly worded items from traditional survey measures (e.g., numerous forms of justice experience in general; Colquitt, 2001).”
An Approach‐Inhibition Model of Employee Silence: The Joint Effects of Personal Sense of Power and Target Openness (2015, methodology): “The closest is research on how offering recommendations and ideas for change relates to perceptions of autonomy and personal control (Tangirala & Ramanujam, 2008b). For example, Tangirala and Ramanujam (2008b) found a curvilinear relationship between voice and employees’ perceptions of control over ”
Leadership Processes and Follower Self-identity (2003, methodology): “Distributive justice focuses on whether outcomes are consistent with norms for outcome allocation (e.g., equity or equality; Colquitt, 2001), whereas procedural justice pertains to the fairness of the methods used to produce outcome distribution decisions.”
Transformational Leadership, Interactional Justice, and Organizational Citizenship Behavior (2014, background): “(2007) supported a partial mediation model showing that interactional justice components (interpersonal, informational justice; Colquitt, 2001) mediated relations between transformational leadership and attitudes about organizational change.”
Organizational Commitment in the Military: Application of a Profile Approach (2013, methodology): “Four components of organizational justice were measured using scales developed by Colquitt (2001).”