When do procedural and distributive justice interact to influence contextual performance

Chi Tung Tsai Prof., Wen Wei Tseng, Yao Chin Wang

Research output: Contribution to journalArticle

Abstract

Prior research has documented inconsistent results in terms of the process-outcome interaction. In order to clarify the inconsistencies, we propose a three-way interaction effect model based on sense-making perspective to clarify when distributive and procedural justice interaction influences contextual performance. Multisource data were collected from 212 hospitality employees. Hierarchical regression analyses were conducted to test the hypotheses. The results showed that distributive justice, procedural justice, and organizational crisis management interact jointly to influence contextual performance. Specifically, the distributive justice had more of a negative impact on employee contextual performance when procedural justice was high rather than low. This pattern was most pronounced for employees who perceived the low organizational crisis management. Theoretical and practical implications are also discussed.

Original languageEnglish
Pages (from-to)87-105
Number of pages19
JournalInternational Journal of Knowledge, Culture and Change Management
Volume11
Issue number4
Publication statusPublished - 2012 Oct 8

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Employees
Procedural justice
Distributive justice
Contextual performance
Crisis management
Organizational crisis
Interaction
Interaction effects
Sensemaking
Hospitality
Inconsistency
Hierarchical regression

All Science Journal Classification (ASJC) codes

  • Strategy and Management

Cite this

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When do procedural and distributive justice interact to influence contextual performance. / Tsai Prof., Chi Tung; Tseng, Wen Wei; Wang, Yao Chin.

In: International Journal of Knowledge, Culture and Change Management, Vol. 11, No. 4, 08.10.2012, p. 87-105.

Research output: Contribution to journalArticle

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