Power-Distance, Gender and Organizational Justice

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Examining the impact of Culture's consequences: a three-decade, multilevel, meta-analytic review of Hofstede's cultural value dimensions. (2010, background): “between individual norms and work-related outcomes for men than for women (Farh et al., 1997; Lee et al., 2000) and other research that has argued for differences in socialization and self-identity processes across gender (Gilligan, 1982).”
The mediating roles of organizational justice on the relationships between HR practices and workplace outcomes: an investigation in China (2009, background): “A few studies have investigated organizational justice issues in Chinese organizations (Farh, Early and Lin 1997 ; Lee, Pillutla and Law 2000 ).”
Psychological contract breach and counterproductive workplace behaviors: testing moderating effect of attribution style and power distance (2011, neutral): “Power distance was measured by a three-item scale written by Lee, Pillutla and Law ( 2000 ).”
Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality (2007, background): “This notion that social exchange theory explanations for employee attitudes and be haviors apply less to individuals high in power distance has received considerable support (Brock ner et al., 2001; Lam et al., 2002; Lee et al., 2000).”