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Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

The purpose of this study is to examine the effect of coworkers’ interpersonal justice (defined as the extent to which one is treated by coworkers with dignity, courtesy and respect) on team citizenship behaviors. More precisely, the authors first test the mediating role played by both team-member exchange and team identification in this relationship. Further, they examine the moderating role of extraversion in these two mediating mechanisms.

Based on 134 subordinate–supervisor dyads, the authors conducted moderated multiple mediation analysis.

The results of this study showed that, for highly extraverted employees, coworkers’ interpersonal justice positively influences team citizenship behaviors because of an exchange relationship of better quality among the team members. In contrast, for employees with low or medium levels of extraversion, the positive effect of coworkers’ interpersonal justice on team citizenship behaviors is explained by their higher identification with the team.

This paper holds important implications for management practice in teamwork environment. Given coworkers' interpersonal justice role in determining team citizenship behaviors, the findings of this study highlight the importance of establishing a work culture where each employee treats others fairly.

Overall, these findings indicate that, depending on the level of employees’ extraversion, mechanisms grounded in the social exchange and the social identity perspectives act as complementary mechanisms in the team-focused justice–citizenship behaviors relationship.

Prior research has conceptualized workplace justice as a stable variable over time changing from one individual to another. However, it can be assumed that perceptions of organizational justice fluctuate within the same person over the course of a few weeks or months due to different events at work. Specifically, the purpose of this paper is to suggest that transient overall team justice is predictive of employee’s transient thriving at work (i.e. the experience of vitality and learning at work). In addition, the authors examined transient self-efficacy as an underlying mechanism of this relationship.

A total of 395 individuals completed a first general questionnaire and then completed an online questionnaire over four waves of survey.

Results of hierarchical linear models indicated that transient overall team justice positively predicts transient individual’s self-efficacy, which, in turn, positively predicts transient individual’s thriving at work.

Overall, a dynamic approach of organizational justice capturing variability in justice perceptions certainly enlarges our understanding of the concept and its outcomes.

The study contributes to understand why even employees who feel generally treated with justice by their team may experience from time to time low levels of thriving at work because of a recent unjust treatment from the team and a decrease of their subsequent self-efficacy.

The purpose of this paper is to examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to explain the relationship between CSR and commitment, namely, deontic justice, social identity theory and social exchange theory.

Data were collected through survey questionnaires. The sample consisted of 161 employees who work in private and public organizations in Tunisia. Regression analysis was conducted using a multiple mediation model.

The results reveal a positive and significant relationship between CSR and employees’ affective commitment. The perception of person–organization fit, organizational identification and perceived organizational support mediates the relationship between CSR and affective commitment.

With regard to CSR, past studies have never deal with deontic values in analyzing work behaviors. Furthermore, most previous studies have considered a direct effect between CSR perceptions and affective commitment. This study extends the literature by conceptualizing the indirect mechanisms linking CSR to employees’ affective commitment.

The purpose of this paper is to investigate the mechanisms and the conditions under which experiencing organizational justice fosters employees' readiness for change. First, this study tests the mediating role of perceived organizational support between overall justice and readiness for change. Second, it examines whether perceived organizational competence moderates this indirect positive effect.

Data were collected from US employees (N = 230) facing organizational change. Confirmatory factor analyses were performed to test the measurement model. Moderated mediation analyses, based on Hayes' (2013) method, were used to examine the hypotheses.

Overall, the findings support the hypotheses. Justice influences readiness for change through perceived organizational support only for employees who perceive their organization as highly competent.

While a few studies have shown that justice fosters readiness for change, little attention has been paid to the mechanisms and conditions under which justice affects readiness for change. In addition, this research highlights in particular the importance of considering how employees assess the “can do” characteristic of their company in the context of organizational change.

Drawing on institutional theory, this study investigates the role of individual cultural values on the adoption of socially sustainable supply chain management (socially SSCM) for Chinese suppliers facing the normative institutional pressures of guanxi (interpersonal relationships).

Using empirical data collected in three waves from 205 Chinese manufacturers supplying international markets, the proposed theoretical model is tested through partial least squares structural equation modeling (PLS-SEM).

The results indicate that guanxi has a positive impact on socially SSCM, and this positive effect is strengthened when the individual cultural values of the supplier's representative embody high collectivism and low uncertainty avoidance.

This study highlights the leading role of guanxi in improving socially SSCM practices due to its normative institutional force. In addition, the findings suggest that future studies should consider individual differences in supply chain partners, which may lead to distinct reactions when facing normative institutional pressures.

This study suggests international buyers should adopt guanxi management with their Chinese suppliers to encourage them to adopt socially SSCM. In addition, managers should note that the guanxi strategy is more effective when the supplier's representative collectivism is high and uncertainty avoidance is low.

This study contributes to socially SSCM research in emerging economies by unveiling the role of guanxi as a key driver of socially SSCM in the Chinese market and providing empirical evidence of the moderating effect of individual culture on the guanxi normative institutionalization process.

The purpose of this paper is to study pay referents that may have an effect on employee organizational affective commitment. It explores existing connections between distributive justice – stemming from individual, external, and internal referents – and organizational affective commitment. This enables an exploration of the effects of distributive justice (Sweeney and McFarlin, 2005).

This study uses a quantitative analysis of 198 French nonprofit employees in health and social services.

Results show that only individual distributive justice relates to organizational affective commitment and that this relationship is mediated by person-organization fit.

This study is the first to analyze pay referents in nonprofit organization. It also explains the distributive justice – organizational affective commitment in terms of person-organization fit.

Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed that POS fluctuates within the same person over the course of several weeks due to different experiences lived at work. The authors suggested in the present study that weekly POS is predictive of employees’ weekly subjective well-being at work (i.e. increased positive affect toward the organization, and decreased negative affect toward the organization and psychological strains at work). In addition, the purpose of this paper is to examine the mediating role played by weekly work engagement in these relationships.

In total, 20 employees completed a first general questionnaire and then completed an online questionnaire during 12 consecutive weeks.

Results of hierarchical linear models indicated that weekly POS positively predicts weekly employees’ work engagement which, in turn, positively predicts weekly employees’ well-being (i.e. increasing positive affect toward the organization and decreasing negative affect toward the organization and psychological strains at work).

Overall, these findings contribute to the POS and work engagement literatures. It shows that POS fluctuates within person over the course of several weeks and is a predictor of weekly employees’ well-being through its effects on weekly work engagement.

To the authors’ knowledge, this is the first study to examine within-person weekly variations in POS as a predictor of employees’ weekly work engagement and its subsequent consequences.

The purpose of this paper is to examine the moderating role of organizational size and individual tenure on the relationship between organizational justice and organizational affective commitment. Based on the literature on organizational justice and justice climate, this paper tests whether the role of justice climate, measured at the organizational level, is affected by these organizational and individual characteristics in determining individual organizational affective commitment.

Data on 20,936 employees from 1,496 companies that were included in the 2004 Workplace Employment Relationships Survey were used.

Hierarchical linear modeling analysis shows that the importance of the justice climate extends beyond its effect on individual perceptions. Moreover, whereas the organization size does not influence the justice climate – affective commitment relationship, organizational tenure moderates it.

This study shows the impact of justice climate on affective commitment beyond the effect of individual justice. It also examines organizational (organization size) and individual characteristics (tenure) as possible moderators, constructs rarely considered in studies on justice climate.