Relationships between organizational justice, identification with organization and work unit, and group-related outcomes

By Maria Olkkonen, Jukka Lipponen. 2006

470 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f5e84c06244ad4b33ed05b2d234da567f9f3f47a

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

The mediating role of organizational justice on the relationship between administrative performance appraisal practices and organizational commitment (2014, background): “…Randall and Mueller 1995; Martin and Bennett 1996; Konovsky 2000; Masterson, Lewis, Goldman and Taylor 2000; Cardy and Dobbins 19862; Aryee, Budhwar and Chen 2002; Kernan and Hanges 2002; Simons and Roberson 2003; Hui and Rupp 2005; Olkkonen and Lipponen 2006; Lavelle, Rupp and Brockner 2007).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “…fairness by the organization or its agents by increasing workplace deviance just as they have been found to engage in more OCB when fairness is perceived to be high (Fassina et al., 2008; Karriker and Williams, 2009; Masterson et al., 2000; Olkkonen and Lipponen, 2006; Rupp and Cropanzano, 2002).”
The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople (2011, background): “People identify with other group members based on similar characteristics they possess with each other and are defined on the basis of that membership (Olkkonen and Lipponen, 2006).”
Multiple Identification Foci and Their Countervailing Effects on Salespeople's Negative Headquarters Stereotypes (2012, methodology): “People can simultaneously identify with more than one organizational group (Hogg and Abrams 1988; Olkkonen and Lipponen 2006).”
The effect of team affective tone on team performance: the roles of team identification and team cooperation (2017, background): “…team 2 cooperation (Kramer et al., 2001), as members with stronger identification are more willing 3 to strive for the overall welfare of the team (Chen et al., 2007; Olkkonen & Lipponen, 2006; 4 Van Der Vegt & Bunderson, 2005; van Dick, van Knippenberg, Kerschreiter, Hertel, & 5 Wieseke, 2008).”
LMX, Context Perceptions, and Performance: An Uncertainty Management Perspective (2011, background): “Second, several recent studies have failed to demonstrate anticipated main effects of politics and fairness perceptions on performance (Karriker & Williams, 2009; Maslyn & Fedor, 1998; Miller, Rutherford, & Kolodinsky, 2008; Olkkonen & Lipponen, 2006).”
The interaction between values and organizational identification in predicting suggestion‐making at work (2008, methodology): “…to an organization, where the individual defines him or herself in terms of the organization(s) in which he or she is a member”, and it was measured with eight items based on the Finnish version (Lipponen, Helkama, Olkkonen, & Juslin, 2005; Olkkonen & Lipponen, 2006) of Mael and Ashforth’s (1992).”
Employee justice perceptions and coworker relationships (2008, background): “), organizational identification ( Olkkonen and Lipponen, 2006”