The social construction of fairness: social influence and sense making in organizations

By Kai Lamertz. 2002

181 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c1dbbb9a1453a8f719a4e25ae7cdb73f18cee5f9

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Leader-Member Exchange Theory and Research: Accomplishments and Future Challenges (2006, background): “Even in relatively isolated positions, people will try to compare themselves with colleagues and evaluate how superiors and colleagues react to them, in order to know where they personally stand (Lamertz, 2002; Masterson et al., 2000).”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, background): “Although organizational justice scholars have examined a number of studies on third-party mistreatment (Ambrose and Kulik, 1989; Ambrose et al., 1991; Colquitt, 2004; De Cremer and Van Hiel, 2006; Degoey, 2000; Duffy et al., 2006; Jones and Skarlicki, 2005; Lamertz, 2002; Lind et al., 1998; Skarlick”
Extending the Machine Learning Abstraction Boundary: A Complex Systems Approach to Incorporate Societal Context (2020, background): “such as fairness, equity, and ethics [55], has been a recurring topic in recent fair-ML research [21, 29, 41, 87, 109].”
The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences. (2007, background): “Second, there is theoretical and empirical support that social comparisons take place with regard to both procedural justice (Brockner, Konovsky, Cooper-Schneider, Folger, Martin, & Bies, 1994) and interactional justice (Lamertz, 2002), and that the nature of that social comparison process is simila”
A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors (2019, background): “Importantly, we encourage the examination of employees’ perceptions of top management BLM because employees’ perceptions serve as their reality in organizational settings (e.g., Lamertz, 2002; Lee, 2001).”
The moderating role of organizational culture in the relationship between organizational justice and organizational citizenship behaviors (2011, background): “Although there is some agreement among organizational researchers regarding what behaviors are fair, normative standards regarding fairness may vary across contexts (Lamertz, 2002).”
Just Feelings? The Role of Affect in the Formation of Organizational Fairness Judgments (2011, background): “Although some justice-related events are rather severe and straightforward, most are highly complex and ambiguous occurrences (Lamertz, 2002).”
Overcoming Resistance to Change and Enhancing Creative Performance (2014, background): “Although sense-making cues may take many forms (e.g., Gioia, Thomas, Clark, & Chittipeddi, 1994; Lamertz, 2002), among those that are particularly relevant to our research, previous studies suggest that social contextual factors such as organizational climate, social relations, and leadership…”
Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture (2006, background): “Although there is some agreement among organizational researchers regarding what behaviors are fair, normative standards regarding fairness may vary across contexts (Lamertz, 2002).”
Identity Negotiation at Work (2009, background): “Failing to honor others’ important identities may be perceived as violating norms of interpersonal fairness in the organization (Lamertz, 2002) and may thereby undermine feelings of connectedness.”