Procedural and distributive justice are more similar than you think: A monistic perspective and a research agenda.

By Russell S. Cropanzano, Maureen L. Ambrose. 2001

370 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b8759f87ea29a55527ae8d72899c03bd2610abf9

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Citations in the corpus

The Role of Push-Pull Technology in Privacy Calculus: The Case of Location-Based Services (2009, background): “arguments have been made that justice consists of anywhere between one single underlying dimension [22] and up to five dimensions, including distributive, procedural, interactional, interpersonal, and informational justice [10, 27, 35, 66].”
Relationships of Organizational Justice and Organizational Identification: The Mediating Effects of Perceived Organizational Support in Hong Kong (2008, background): “Cropanzano & Ambrose (2001) have also stressed that fairness of pay may be considered as a reflection on the quality of the employee-organization exchange relationship.”
Using Social Exchange Theory to Distinguish Procedural from Interactional Justice (2002, background): “Consistent with arguments made elsewhere (e.g., Cropanzano & Ambrose, 2001), we interpret this finding as implying that procedural and distributive justice are correlated, but each also supplies unique information.”
On the dimensionality of organizational justice: a construct validation of a measure. (2001, background): “A discussion of the procedural-distributive distinction by Cropanzano and Ambrose (2001) casts these issues in a new light. The authors argued that procedural and distributive justice are, as constructs, more similar than most researchers believe because procedural evaluations are based in large par”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “HPWPs function as a management vehicle that carries a consistent signal to employees (Rousseau, 2001) Consistent procedures like HPWPs are, therefore, associated with procedural justice: the perceived justice of the process (Chang, 2005; Cropanzano and Ambrose, 2001).”
Linking employees' justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support (2006, background): “Cropanzano and Ambrose (2001) also made the point that pay should not be considered as the only outcome in the employee–organization relationship.”
Fairness perceptions of supervisor feedback, LMX, and employee well-being at work (2008, methodology): “…between these different justice dimensions is 200 SPARR AND SONNENTAG not indisputable; empirical research has shown that oftentimes the dimensions are highly intercorrelated (cf. Colquitt, 2001) and some authors argue that the justice dimensions are very similar (Cropanzano & Ambrose, 2001).”
Employee fairness perceptions of performance appraisal: a Saint Lucian case study (2008, background): “rating, and any concomitant rewards, as fair when these reflect the individual’s inputs and contributions (Deutsch 1975; Cropanzano and Ambrose 2001).”
When Leaders Fail to “Walk the Talk” (2015, background): “A number of scholars have noted that abusive bosses (Bies, 2001), insulting remarks (Cropanzano & Ambrose, 2001; Miller, 2001), and oppressive and inhumane work environments raise concerns about justice (Bies & Greenberg, 2002).”