How institutional logics shape fairness in crowdsourcing: The case of Threadless

Organizational citizenship behavior can be defined as voluntary and spontaneous behaviors that extend beyond employees' normal job duties. Employee's perception of justice in compensation programs, organizational procedures and interpersonal behaviors can have a key role in developing and encouraging OCB. In order to study the relationship between organizational justice perception and OCB, factor analysis technique has been used to test the validity of related questions and by using path analysis (structural equation modeling) this relationship has been examined as well. The research findings indicate that there is a meaningful relationship between organizational justice perception and OCB, and among three dimensions of justice, interactional justice has the highest correlation with OCB in compare with distributive and procedural justice. The results also show that there is relationship among three dimensions of justice. Keywords: organizational citizenship behavior, distributive justice, procedural justice, interactional justice.

Based on the fairness theory, this paper takes perceived fairness as an intermediary variable to study the impact of online service recovery on customer satisfaction and repurchase intention. In the research process, the service recovery is divided into three dimensions of material recovery, spiritual recovery and positive responsiveness, and the perceived fairness is divided into three dimensions of distributive fairness, procedure fairness and interaction fairness. The corresponding scales are designed for questionnaire survey and data analysis, it can explore the impact of perceived fairness as a mediating variable on service recovery and customer satisfaction; the impact of perceived fairness as a mediating variable on service recovery and repurchase intention; and the impact of customer satisfaction on repurchase intention. Finally, the following findings and conclusions are drawn: material recovery and spiritual recovery positively affect distributive, procedural and interactive fairness, while positive responsiveness has no significant impact on distributive fairness, and only positively affects procedural fairness and interactive fairness; distributive, procedural and interactive fairness are equally positively affects customer satisfaction, but has no significant effect on repurchase intention ; customer satisfaction positively affects repurchase intention. Based on the above conclusions, enterprises can increase their emphasis on service recovery, and at the same time pay attention to the fairness of service recovery, treat all consumers fairly, formulate a recovery plan that satisfies consumers for them to choose, increase customer satisfaction, and increase repurchases ratio, thereby improving corporate performance.

The purpose of this study was to measure head basketball coaches' attitudes of three dimensions of organizational justice and determine if these attitudes differed based on NCAA divisional membership or sex of the coach. Additionally, this study examined the relationship between distributive, procedural, and interactional justice and overall job satisfaction. A total of 213 head basketball coaches (137 men, 76 women; 110 from Division I, 103 from Division III) participated in this study. Male basketball coaches demonstrated significantly higher scores on measures of interactional and procedural justice while no difference was found for distributive justice. There was no significant difference on scores for the three dimensions of justice based on NCAA divisional membership (I or III). Collectively, the three dimensions of organizational justice explained 28.5% of variance associated with overall job satisfaction, with interactional and distributive justice each making unique contributions. Based on the results of this study, athletic departments should consider basketball coaches' perceptions of organizational justice when attempting to influence their attitudes of job satisfaction.

PurposeJustice, although well developed in the organisational field, has not been given adequate attention in the area of construction project dispute negotiations. Based on previous studies, the purpose of this paper is to more elaborately discuss whether each dimension of justice (distributive, procedural and interactional) is important for negotiators to cooperate in construction project dispute negotiation and whether their impact was moderated by the completeness of construction contract.Design/methodology/approachA survey of 164 prime negotiators from different construction projects was conducted. A stepwise multiple regression was employed to test the impact of each dimension of justice, and then a moderated multiple regression model was used to test the moderating effect of contract completeness.FindingsThe results indicated that, while distributive justice is related to cooperative behaviours, the impact of procedural justice and interactional justice also have great impact, and even more significantly related to cooperative behaviours. Moreover, while contractual obligatoriness positively moderates the relationship between procedural justice and cooperative behaviours, the term specificity negatively moderates the relationship between procedural and interactional justice and cooperative behaviours.Research limitations/implicationsFirst, the authors aimed to test the effect of justice on cooperative behaviours in construction dispute negotiations originally, but did not determine whether their relationship is mediated by any other factors. Second, contractual governance was chosen as the moderator; other factors may also influence behaviours in project dispute negotiations.Practical implicationsFirst, project dispute negotiators should not focus their attention solely on the distribution of the negotiation issues. For a cooperative approach, negotiators should also give strong consideration to whether their offers reflect procedural justice and whether their opponents are being treated fairly. Second, while contractual design may affect the frame surrounding the negotiations to help negotiators achieve an integrated outcome, they should give more attention to certain forms of justice.Originality/valueIn contrast to previous studies, the authors defined all three forms of justice in project dispute negotiations, and by adding all three forms of justice into the model, the authors attempted to investigate whether distributive, procedural and interactional justice were all related to cooperative behaviours in project dispute negotiations and to ascertain the extent to which each form of justice is important. Furthermore, the authors explored variations in the importance of each form of justice in negotiations under different contractual conditions.

Prison officers have a demanding job and are at risk of burnout. The literature indicates that workplace variables are related to burnout, but there are gaps in the literature that need to be addressed, including the need for additional research on the association of organizational justice with officer burnout. Organizational justice theory holds that employees expect to be treated fairly by their organizations and that psychological strain occurs if they are not, and this strain increases the chances of job burnout. The current study examined how distributive and procedural justice views, which are dimensions of organizational justice, were related to the emotional exhaustion burnout of Nigerian prison officers. Data were collected from 120 officers stationed at medium-security prison in southeast Nigeria. Both procedural justice and distributive justice were significantly associated with lower emotional exhaustion burnout. The current findings support the postulation that workplace fairness is associated with lower levels of job burnout.

Purpose– Importer commitment is important to the improvement of exporter performance. More committed importers contribute more to the exporters’ performance than do less committed importers. The purpose of this paper is to examine one of the factors that motivate importers to be committed to their overseas exporters: exporter fairness. Specifically, this study examines the role of exporter fairness in developing importer commitment. Fairness is conceptualized as three dimensions: distributive justice, procedural justice, and interactional justice.Design/methodology/approach– The relationship between the three dimensions of exporter fairness and importer commitment is empirically examined using data collected from 120 Korean importers. Partial least squares technique was employed to test the hypotheses.Findings– It was found that importers’ perceptions of distributive, procedural, and interactional justice contribute to increasing or decreasing importer commitment. Furthermore, when a sample of Korean importers was split into two groups, the three dimensions of justice were positively related to commitment for importers facing a highly volatile business environment, while only interactional justice significantly affected commitment for importers facing a low-volatile environment. These findings indicate that importers facing a highly volatile environment are much more sensitive to exporter fairness than are those facing a low-volatile environment.Originality/value– The study demonstrates that importer commitment can be developed, particularly in highly volatile environments, if vulnerable importers are treated fairly by their more powerful exporters. Volatile environments offer more opportunity for overseas exporter opportunism than stable environments do, aking importers vulnerable to the opportunistic behaviors of overseas exporters. Such importers are likely to respond sensitively to exporter fairness in the form of increased or decreased importer commitment.

This study examined the specific organizational justice affecting organizational cynicism through perceived organizational support. The studied organizational justice was distributive justice, procedural justice, and interactional justice. Perceived organizational support was treated as the mediating variable in this study. This study used cross-sectional data to verify the conceptual framework and hypotheses. The qualified cases used for analysis were 305 through a two-stage cluster sampling strategy. The data analysis results showed that perceived organizational support could significantly reduce the organizational cynicism of banking employees. In terms of specific organizational justice, all dimensions of organizational justice could affect organizational cynicism of bank employees, with distributive justice having the most significant impact, followed by interactional justice and procedural justice. At the same time, the results also showed that perceived organizational support mediated the relationship between organizational justice and reduced organizational cynicism. This finding is consistent with previous studies in other industries. Therefore, specific organizational justice will produce the same conclusions in different industries and cultural backgrounds. The practical significance of this study lies in exploring and validating effective practices for reducing cynicism in the Chinese context, such as strengthening distributive justice, which can minimize employees' negative work attitudes, and ultimately improve individual and organizational performance. Keywords: organizational cynicism, perceived organizational support, organizational justice, distributive justice, procedural justice, interactional justice, banking industry

The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia.
 
 Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust

Organization Justice and Organization Citizenship Behavior: Employee Trust Acting As a Mediator.

The goal of the present paper is to model two classic lines of research in which employees starred, organizational justice and citizenship behavior (OCB), but that have never been studied together when targeting customers. The suggestion is made that a hotel’s fair treatment (in terms of distributive, procedural, and interactional justice) toward customers will be appreciated by the employees, who will reciprocate in kind by favoring the hotel with increased customer-oriented behaviors (COBs). Data were collected from 204 employees at eight upscale hotels in the Canary Islands (Spain). Unlike in the case of perceptions of distributive justice, results of structural equation modeling demonstrate that employees substantively react to interactional and procedural justice toward guests by engaging in customer-oriented behaviors (COBs). The findings offer new reasons why employees decide to engage in COBs, and they highlight potentially beneficial effects of fair treatment toward guests bring to hospitality through promoting COBs.

The relationship among distributive and procedural justice and correctional life satisfaction, burnout, and turnover intent: An exploratory study

This article aims to analyze the implementation of organizational justice in KSP FAOMASI BALUSE MANDIRI, with a focus on distributive, procedural, and interactional justice in cooperatives. The problem focuses on the transparency of profit distribution, member participation in decision-making, and the quality of communication between cooperative management and members. In order to approach this problem, this study uses the theory of organizational justice as the main reference. Data were collected through observation, in-depth interviews with cooperative members and management, and analysis of related documents, then analyzed qualitatively to identify patterns and challenges faced by cooperatives in implementing the principle of organizational justice. This study concludes that although cooperatives have attempted to implement the principle of organizational justice, there are still challenges in the aspects of information transparency, member participation in decision-making, and communication between management and members. Some members feel that they do not have access to clear information regarding profit distribution, as well as the lack of opportunities to convey aspirations in the annual deliberation forum. Therefore, it is necessary to improve more inclusive communication mechanisms, strengthen the complaint system, and utilize digital technology to support transparency and more active member involvement. With improvements in these aspects, cooperatives can create a fairer, more transparent, and participatory management system, so as to increase member satisfaction and loyalty in a sustainable manner

BackgroundOrganizational justice is the first virtue in social institutions (J Manage 16:399-432, 1990). It is one of the most determinant factors for an effective utilization of human resources and an essential predictor of organizational success (J Manag Dev 28:457-477, 2009). Employees who perceive fairness are more likely happy with their job and less likely leave their organization (Int J Bus Manage 4:145-154, 2009). Perceived injustice, on the other hand, diminishes motivation of workers to accomplish their duties (Int J Bus Manage 4:145-154, 2009; J Educ Sci Univ Tabriz 2:27-34, 2009). Ethiopia has given emphasis to the expansion of health institutions and increasing the number of health professionals. Despite this, little emphasis has been given the human resource aspect of the health sector. Therefore, this study aims to investigate organizational justice perceptions and turnover intentions among healthcare workers in Amhara region.MethodsOne hundred ninety seven healthcare workers participated in the study. Data were collected through self- report questionnaire and semi-structured interview. The quantitative data were analyzed through MANOVA, multiple regression, and independent samples t-test. The qualitative data were analyzed through thematic analysis.ResultsThe results of this study revealed that healthcare workers in the public hospitals held low perceived distributive, procedural, interpersonal and informational justice. Similarly, private hospitals healthcare workers had low perceptions on distributive and procedural justice. On the contrary, healthcare workers in private hospitals reported high perception of fairness on interpersonal and informational justice aspects. Both public and private hospital healthcare workers had high turnover intention. The result revealed significant difference in organizational justice perceptions between private and public hospital healthcare workers (F (4, 182) = 9.17; p < .05; partial η2 =. 168). Organizational justice dimensions (distributive, procedural, interpersonal and informational justice) significantly contributed an additional 9.9% variation in turnover intention (R 2 change = .099, F (4,170) = 4.86, p < .05). Distributive justice was the most important predictor of turnover intention (β = −.23, p < .05).ConclusionOrganizational justice perceptions of healthcare workers significantly predicted turnover intention. Hence, organizational justice should be given due emphasis in designing and implementing policies and strategies of human resource management.

Theoretical and empirical evidence suggests that organizational justice impacts organizational cynicism, but the influence of its various dimensions is inconsistent. This inconsistency necessitates the introduction of moderating variables for a more comprehensive understanding. In this context, hope is selected as a moderating variable due to its ability to mitigate the adverse effects of organizational cynicism. The objective of this study is to explore how distributive, procedural, and interactional justice affect organizational cynicism, with hope serving as a moderating factor. The research adopts an explanatory correlational design. Participants include 126 employees from the Mojokerto State Police School (SPN), selected through census sampling. The study utilizes scales for measuring organizational cynicism, organizational justice, and hope. Data is analyzed using moderated regression analysis (MRA). The findings reveal that distributive and interactional justice negatively impact organizational cynicism. Moreover, hope moderates the relationship between procedural justice and organizational cynicism, as well as the impact of interactional justice on cynicism. Significantly, hope moderates the effects of distributive, procedural, and interactional justice on organizational cynicism, underscoring its role in enhancing the impact of these justice dimensions on cynicism. This research contributes to a nuanced understanding of the interplay between organizational justice and cynicism, highlighting the critical role of hope as a moderator.

This study explores the impact of fairness in cross-border e-commerce logistics services on Thai consumers' satisfaction and positive word-of-mouth communication. Based on the service fairness theory, the logistics service fairness is divided into three dimensions: distributive fairness, procedural fairness, and interactive fairness. Through a questionnaire survey of 507 Thai cross-border e-commerce consumers, the following conclusions were drawn using the multivariate regression analysis method: 1) All three fairness dimensions have a significant positive impact on consumer satisfaction and positive word-of-mouth communication; 2) Interactional fairness has the strongest impact, followed by procedural fairness with distributive fairness having the weakest impact; 3) The three dimensions jointly explain 42.3% of the variance in consumer satisfaction and 38.9% of the variance in positive word-of-mouth communication. The study expands the application of service fairness theory in the field of cross-border e-commerce logistics and verifies its applicability in cross-cultural contexts. The research results provide practical guidance for cross-border e-commerce companies to optimize logistics service strategies, improve Thai consumer satisfaction, and promote positive word-of-mouth communication.