Setting the Justice Agenda: Seven Unanswered Questions about “What, Why, and How”

By Jerald Greenberg. 2001

181 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b4be54e3ae310f09e40c0a47dd2a616e03bca15c

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Citations in the corpus

The role of overall justice judgments in organizational justice research: a test of mediation. (2009, background): “For example, Greenberg (2001) suggested when individuals form impressions of justice, they are making a holistic judgment. Similarly, Lind (2001b) noted that although individuals can distinguish between the sources of their justice experience when asked, what drives behavior is an overall sense of f”
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).”
Using social networking websites as a selection tool: The role of selection process fairness and job pursuit intentions (2012, background): “, to quality of interpersonal treatment received during implementations of a procedure), recent research suggests that an overall sense of fairness is more predictive of reactions than the individual fairness perceptions (Ambrose and Schminke, 2009; Greenberg, 2001; Shapiro, 2001).”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, background): “…proven to be strongly associated with many dynamics related to change, such as openness to change, acceptance of change, cooperation with change, satisfaction with change (Blader & Tyler, 2005; Tyler & Blader, 2003; Wanberg & Banas, 2000) and individual response to change (Greenberg, 2001).”
Work Alienation as a Mediator of the Relationship between Organizational Injustice and Organizational Commitment: Implications for Healthcare Professionals (2010, methodology): “It is the perceived fairness of procedures which are the means used to make or implement decisions and determine the outcomes (DeConinck & Bachmann, 2005; Byrne, 2005; Ding & Lin, 2006; Elovainio et al., 2004; Folger & Konovsky, 1989; Greenberg, 2001; Greenberg, 2004; Aryee, Budhwar, & Chen, 2002).”
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).”
Approach or Avoid? Exploring Overall Justice and the Differential Effects of Positive and Negative Emotions (2014, background): “, Fassina, Jones, & Uggerslev, 2008; Jones & Martens, 2009; Rupp & Paddock, 2010), and (c) overall justice ultimately drives reactions to other outcomes, such as attitudes and behaviors (Greenberg, 2001; Kim & Leung, 2007; Lind, 2001a, 2001b).”
Do servant-leaders help satisfy follower needs? An organizational justice perspective (2008, background): “For example, Greenberg (2001) suggested that when individuals form justice perceptions, they do so with a ‘‘holistic judgment in which they respond to whatever information is both available and salient’’ (p. 211).”
In justice we trust: Exploring knowledge-sharing continuance intentions in virtual communities of practice (2010, background): “Justice evaluations are inclined to be stimulated in such asymmetrical power relationships (Greenberg, 2001).”
The importance of contextual variables when judging fairness: An examination of counterfactual thoughts and fairness theory (2011, background): “It is unlikely, however, that in all situations people are concerned with the different dimensions of justice; rather, they use the information that is available and salient to form global impressions of fairness (Ambrose & Schminke, 2009; Greenberg, 2001; Shapiro, 2001).”
Organizational Neuroscience: Taking Organizational Theory Inside the Neural Black Box (2011, background): “Others oppose this view (e.g., Colquitt & Greenberg, 2001; Gillespie & Greenberg, 2005; Greenberg, 2001).”
Accounting for the influence of overall justice on job performance: : integrating self-determination and social exchange theories (2014, background): “…organizational life, there is recognition that the focus on specific dimensions of justice does not capture the depth and richness of the totality of an individual’s experience of workplace justice (Ambrose and Arnaud, 2005; Ambrose and Schminke, 2009; Greenberg, 2001; Lind, 2001; Shapiro, 2001).”