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Focusing on decisional control of the outcome provides only a partial picture of how firms may handle customer complaints and ignores many (alternative) opportunities to recover the relationship with the customer when service delivery fails. The purpose of this paper is to introduce other types of control and explore their effects.

This paper conducts a field study using survey instruments to collect data from real consumers, which are subsequently analyzed with structural equations modeling.

The main conclusion of this study is that there is more to control than having a choice. Different types of control have differential main effects: behavioral control affects distributive justice, cognitive control affects procedural justice and decisional control affects interactional justice (which in turn affect satisfaction and loyalty).

Service recovery research should include behavioral, cognitive and decisional control of the service recovery as aspects of the firm’s organizational response to customer complaints. The effects of these customer control types on satisfaction and loyalty are mediated by dimensions of justice.

Firms should offer complaining customers information to interpret and appraise the failure (cognitive control), opportunities to personally take action and influence the recovery (behavioral control), and choices in the recovery process and outcome (decisional control).

This study is the first to offer a comprehensive investigation of the subtle interrelationships between types of control and dimensions of justice in a service recovery context.

This chapter advocates the use of neuroscience theoretical insights and methodological tools to advance existing organizational justice theory, research, and practice. To illustrate the value of neuroscience, two general topics are reviewed. In regard to individual justice, neuroscience makes it clear that organizational justice theory and research needs to integrate both emotion and cognition. Neuroscience also suggests promising avenues for practical individual justice interventions. For other-focused justice, neuroscience clarifies how empathy provides a mechanism for deontic justice while again highlighting the need to consider both emotion and cognition. Neuroscience research into group characterizations also suggests promising explanations for deontic justice failures. We also show how other-focused justice interventions are possible, but more complex, than for self-focused justice. We conclude that interdisciplinary research has great potential to advance both organizational justice and neuroscience research.

Purpose – We outline a theoretical model of the emergence of justice climate in groups, teams, and organizations, and in doing so integrate multiple justice perspectives (e.g., affective events, fairness heuristic, deonance, justice integration, multifoci justice, overall justice).

Approach – In this theoretical paper, we propose that justice climate is spawned at the level of the event; individuals experience discrete events and then use their emotional reactions related to these events as information in forming fairness judgments. Cognitive processes explicated in justice integration theory, fairness heuristic theory, and fairness theory also play a role. Over time, these judgments about various perpetrators – which may include the evaluation of outcomes, procedures, information, and interpersonal treatment – are aggregated to form individual-level, stable judgments regarding the fairness of exchange partners with whom employees interact (e.g., supervisors, coworkers, and customers). Through socialization and social-information processing, and influenced by organizational structure and social networks, these individual multifoci justice perceptions merge to form multifoci justice climate, which over time lead to the formation of shared cognitions of overall justice climate.

Value – The chapter proposes a temporal model of how discrete events at the individual level merge to form individuals’ multifoci justice perceptions, shared multifoci justice climate, and ultimately overall justice climate. The chapter offers multiple propositions and concludes with recommendations for empirically testing the model.

Drawing on consumer behavior and service marketing literature, the aim of this paper is to empirically examine how customers' justice judgment and consumption emotions affect customer relationships and their post consumption behaviors in a service recovery context.

Structural equation modeling (SEM) was adopted to test the conceptual model, using a sample of nearly 600 delayed airline passengers.

Perceived justice and consumption emotions are important elements affecting customers' evaluation of service recovery. The three dimensions of service recovery justice and customers' positive and negative emotions have direct or indirect influence on customers' satisfaction with service recovery (SSR), customer trust, and their repurchase intentions and word‐of‐mouth recommendations. Theoretical and managerial implications were drawn based on the findings.

The current study sought to extend the existing literature by not only analyzing the effects of perceived justice and consumption emotions on satisfaction with service recovery (SSR), but also investigating how customer SSR would influence their sense of trust for the company and their behavioral intentions. In addition, many prior studies adopted experimental methods and post survey methods. Those methods have various validity problems. This study attempted to overcome those problems by using on‐the‐spot investigation methods to study customers' evaluation of service recovery in real service failure situations.

When I began to teach within a Masters of Education (Leadership and Management) program, I questioned my assumed unproblematic nature of the presentation of Western leadership and management theories to students from a diverse range of countries without understanding the diversity. The expectations of International students are also that overseas study is designed to facilitate the transport of Western theory, as ‘the solution’ which makes the indigenous knowledges they bring struggle to appear. Few students seem to question the transferability of Western knowledge to other cultures, yet it may actually be of limited value to the real concerns and issues associated with the leadership of organisations in their home countries. Building on the ideas of Raewyn Connell and Boaventura de Sousa Santos, this chapter examines possibilities for research-led pedagogies which support an awareness of the dominance and persistence of northern-centric patterns of global knowledge production, challenging students to question their own expectations of the dominance of Western theory. Through so doing, it makes possible the re-imagining of possibilities for transformation through the emergence of alternatives, where engaging in democratic deliberation about what is gained and lost from adopting various knowledge positions informs a better understanding of human social and organisational experiences. Rather than subscribing to a single, universal and abstract hierarchy among knowledges, which privileges Western theories, cognitive justice favours context dependent knowledges. We can prepare the ground for students thinking about the knowledges they bring, and the importance of unique contextual and cultural factors through Butler's notions of intelligibility and performativity to help students understand that actions are conditioned by what is available within the culture and by what practices are legitimating. Dialogue and interpretation can occur across cultures, at the same time as raising the awareness of reciprocal incompleteness of knowledges.

The current management literature suggests that when employees engage in wrongdoing, managers typically respond with punishment. The emerging moral repair literature suggests an alternative to punishment: a reparative response that focuses on repairing harm and restoring damaged relationships. However, little is currently known about restorative managerial responses, including why managers respond to employee wrongdoing in a reparative versus punitive manner. The purpose of this paper is to examine a variety of cognitive and emotional influences on this managerial decision.

This study used a scenario-based survey methodology. The authors gathered data from 894 managers in sales and financial services contexts to test a set of hypotheses regarding individual-level influences on managers’ punitive versus restorative responses.

This study found that managers’ restorative justice orientation, retributive justice orientation, social considerations (e.g. when employees are relatively interdependent versus independent), instrumental considerations (e.g. when the offender is highly valuable to the organization) and feelings of anger influenced their reparative versus punitive responses.

Data are cross-sectional, so causality inferences should be approached with caution. Another potential limitation is common method bias due to single-source and single-wave data.

The findings of this study show that managers often opt for a restorative response to workplace transgressions, and this study surfaces a variety of reasons why managers choose a restorative response instead of a punitive response.

This study focuses on social order and expectations within the workplace. This is important to victims, offenders, observers, managers and other stakeholders. This study seeks to emphasize the importance of social factors, a shared social identity, social bonds and other relationships within this manuscript. This is an important component of organizational-focused restorative justice research.

This is the first study, to the best of the authors’ knowledge, to explicitly test individual-level influences on managers’ reparative versus punitive responses to employee wrongdoing.

Sociology is often pitched as the social science discipline most obviously in need of postcolonial deconstruction, owing to its ostensibly more transparent Eurocentrism as a formation. For this reason, even postcolonial scholars working within the ambit of sociology are reluctant to play up its analytical strengths in addition to exposing its ideological deficits. Without underestimating the profound impact of the growing body of postcolonial theorizing and research on self-reflexivity within sociology, this paper points up some key ways in which the structure of comprehension within postcolonial critique itself is characteristically sociological. Alternatively, if that latter conclusion is to remain in dispute, a number of core epistemological and socio-theoretical problems must be accepted as being, still, radically unresolved. Consequently, a more dialectical grasp of sociology’s role within this domain of enquiry and style of intellectual politics is needed. I develop these considerations by critically engaging with three recent currents of postcolonial critique – Raewyn Connell's advocacy of “Southern Theory”; the project of “reinventing social emancipation” articulated by Boaventura de Sousa Santos; and the “de-colonial option” fronted by Walter D. Mignolo.

This study aims to examine the relationship between four dimensions of organizational justice (distributive, procedural, interpersonal and informational) and the three facets of job engagement (physical, cognitive and emotional).

A cross-sectional approach was used to survey a sample of 281 professionals in information technology who resided in the southern part of India and varied on experience, age and gender. Data was analyzed by employing the partial least squares structural equation modeling (PLS-SEM) approach.

The result emphasizes the individual role of each justice dimension on three job engagement facets, which suggests that all four dimensions of organizational justice have positive effects on physical, cognitive and emotional job engagement.

The current study contributes to the literature by examining all three job engagement dimensions and provides evidence that distributive, procedural, interpersonal and informational justices are significant predictors of physical, cognitive and emotional job engagement.