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The purpose of this research is to explore how experienced scarcity affects home country consumers' attitudes toward the firm engaging in cross-border philanthropy by analyzing perceived distributive justice as a mediating variable. This research also investigates the moderating factor of this effect to identify practical strategies for managers.

This research conducted one survey (Study 1) and three experiments (Studies 2–4) by manipulating scarcity to provide robust evidence for the influence of experienced scarcity on consumer perception of the company conducting cross-border philanthropy.

This paper provides empirical insights about the significant negative effect of experienced scarcity on consumer attitudes toward the firm engaging in cross-border philanthropy. It proposes that home country consumers with high versus low experienced scarcity show lower perceived distributive justice for cross-border philanthropy, which generates less favorable attitudes toward the firm. To alleviate the negative impact of experienced scarcity on consumers' perceptions of corporate reputation, providing donation amount comparisons between home and foreign countries has a significant moderating effect.

This paper provides several suggestions for marketers seeking cross-border philanthropy to improve consumers' attitudes toward the firm.

This paper enriches the literature on corporate social responsibility in the domain of cross-border philanthropy and explains contradictory findings on consumers' attitudes toward corporate cross-border philanthropy. Moreover, this study makes meaningful contributions to the scarcity and justice literature.

The purpose of this paper is two-fold: first, it attempts to determine whether suppliers perceive distributive justice (equity) when their key customers implement sustainable sourcing initiatives based on assessment governance, composed of codes of conduct and auditing; second, it generates insights into specific costs, rewards, and investments and how these together result in perceived equity.

A qualitative research design was adopted for this study. A total of 30 executives from textile manufacturing suppliers in China, India, and Bangladesh were interviewed to determine their perceptions of distributive justice in relation to their key customers’ sustainable sourcing initiatives.

Most of the interviewees perceived that their customers’ assessment of governance initiatives was unfair. Four types of suppliers are identified based on their varying perceptions of the equity equation.

The findings introduce distributive justice as an important mediating variable between assessment-based governance and compliance. They also provide insights into the various types of perceived costs, rewards, and investments related to sustainable sourcing, and how they form varieties of the equity equation. The findings rely on a limited number of respondents and should, therefore, be researched further.

Assessment based on codes of conduct and auditing is the most prevalent sustainable sourcing governance approach, but suppliers may perceive this as an injustice leading to non-compliance. Buying companies are therefore advised to consider supplier perceptions of costs, rewards, and investments and adapt their sustainable sourcing initiatives accordingly.

Increased consideration of distributive justice in sustainable sourcing should increase the likelihood of supplier compliance, improving conditions for employees in global textile plants.

Extant research has studied the connection between assessment-based sustainability governance and compliance or overall performance. This paper contributes by suggesting that distributive justice might be a mediating variable helping to explain this connection.

This study aims to examine the perceived fairness of overcompensation for severe service failures. The mediating effect of perceived fairness in the overcompensation‐negative word‐of‐mouth (NWOM) intent relationship is also explored.

An experimental design approach was utilized to test the study's hypotheses. Overcompensation amount was manipulated at three levels (50 percent, 100 percent, 200 percent of purchase price), with two forms of overcompensation (cash or credit) tested.

Cash‐based overcompensation yielded higher perceptions of distributive justice than full compensation, with no significant difference in distributive justice perceptions across cash amounts. Credit‐based overcompensation was perceived as no fairer than full compensation. Perceived distributive justice fully mediates the overcompensation‐NWOM intent relationship.

The study's findings are based on a single service context. Further research across different service environments is needed to confirm the robustness of the results. The results are based on scenarios rather than real events. A longitudinal field study that examines consumer reaction at the point of service recovery and tracks actual subsequent behaviors is merited.

The study's findings suggest that, when a severe service failure occurs, service firms should consider going beyond full compensation, offering the consumer an additional cash amount. However, more is not necessarily better – a small additional cash amount may induce similar perceptions of fairness to larger amounts.

This study yields insights into the perceptions of distributive justice associated with different amounts and forms of overcompensation for severe service failure, and demonstrates the mediating effect of perceived distributive justice in the overcompensation‐NWOM intent relationship.

This paper aims to answer the question of how, why and when abusive supervision affects employee creativity. Drawing on the conservation of resources theory, this paper examines the direct and indirect (via psychological distress) effects of abusive supervision on employee creativity. It further investigates the boundary conditions imposed by employees’ perceived distributive and procedural justice in the relationships between abusive supervision, psychological distress and employee creativity.

The study uses multi-sourced and time-lagged data collected in three waves from a survey of employees-supervisor dyads working in the Chinese manufacturing sector. In the first wave, the authors received data from 347 employees on perceived abusive supervision and perceived distributive and procedural justice. In the second wave, 320 employees shared their perceptions of psychological distress at work. In the third wave, the authors received ratings for employee creativity from the direct supervisors of 300 employees. The data were analyzed using bootstrapped moderated mediation procedures.

The findings revealed a significant negative influence of abusive supervision on employee creativity both directly and indirectly in the presence of perceived psychological distress. However, distributive and procedural justice was found to mitigate the negative impact of abusive supervision on employee creativity.

Abusive supervision has adverse consequences for employees’ creativity because it affects their psychological health. HR and top management should prioritize addressing abusive supervision first and foremost to boost employee creativity in the workplace. Managers should give employees opportunities for participation and foster a climate of fairness in the organization to mitigate the harmful consequences of abusive supervision.

To the best of the authors’ knowledge, this is the first empirical study that examines the psychological distress-based mechanism in the relationship between abusive supervision and creativity while considering the interactive effects of distributive and procedural justice. It addresses an important research gap in the literature by proposing that organizational perceived distributive and procedural justice can mitigate the detrimental effects of abusive supervision.

Integrating the social exchange perspective of helping behavior with self-determination theory (SDT), this study seeks to examine the impact of employees' psychological needs on perceived organizational justice and the impact of perceived organizational justice on employees' helping behavior.

Cross-sectional and cross-organizational data were obtained from 177 full-time employees employed in 12 small- and medium-sized oil and gas service companies. A partial least squares approach using SmartPLS was employed to test the hypotheses.

Results illustrate that the psychological need for competence and need for autonomy are positively related to perceived distributive and procedural justice, respectively. Moreover, perceived distributive and procedural justice are related to helping behavior. Furthermore, perceived distributive justice fully mediates the relationship between the psychological need for competence and helping behavior, whereas perceived procedural justice partially mediates the relationship between the psychological need for autonomy and helping behavior.

From a theoretical standpoint, this study offers some theoretical explanations for how the basic psychological needs identified by SDT activate employees' perceived organizational justice. Practically, this study offers several managerial recommendations that help managers manage helping behavior in the organization effectively.

This paper aims to investigate the role of perceived justice in service consumption/purchase experiences.

In an initial study, using the critical incident method, the authors show that customers are strongly concerned by perceived injustice. Their judgments involve the three components of justice described in organizational and service marketing literature: distributive, procedural and interactional justice. They also identify a macro‐level justice factor which characterizes the perception of collective practices at the industry level. In an experiment applied to the dining experience, the authors manipulate distributive, procedural and interactional justice perception to study their impact on service evaluation (quality, value), satisfaction and relationship quality (trust, commitment).

Contrary to the satisfaction literature, the authors observe a slight direct effect of justice on satisfaction, but rather indirect impacts through perceived quality (outcome and interaction) and value. Moreover, perception of justice has substantial effects on trust (credibility and benevolence) but not on commitment.

The paper studies the impact of justice in the context of a customer experience evaluation (service delivery) which is not limited to service recovery. It examines the entire evaluation process, including service evaluation (quality, value), satisfaction and relationship quality (trust, commitment).

The purpose of this study is twofold. First, we explore the relationship between organizational justice and service-oriented organizational citizenship behavior (SOCB). In particular, we focus on perceived distributive and procedural justice. Second, we examine the moderating effect of the need for achievement and need for affiliation.

The paper employed an online cross-sectional survey approach and distributed questionnaires to service employees at a large service organization. Data were analyzed with a two-step structural equation modeling technique using LISREL 8.7.

Perceived procedural justice significantly predicts SOCB. Additionally, the need for affiliation positively moderates the relationship between perceived procedural justice and SOCB, whereas the need for achievement positively moderates the relationship between perceived distributive justice and SOCB.

Results confirm the importance of establishing and implementing transparent formal organizational processes and procedures for evaluating outcomes of service employees. We recommend service organizations to communicate proactively with employees about how formal organizational systems are implemented, and provide employees with examples and cases that illustrate how performance appraisals are performed. Moreover, supervisors in service organizations need to establish and maintain high quality of social exchange relationships with employees by providing personal coaching and counseling. Furthermore, service organizations need to establish a positive and friendly performance appraisal environment and offer trainings on how to satisfy unpredictable customer demand to employees.

Given the growth of commercial services in the USA and the limited existing knowledge on SOCB, this study provides scholars and practitioner with suggestions and recommendations on how SOCB can be encouraged in service settings.

Research has shown that more than half of attempted recovery efforts only reinforce dissatisfaction, producing a “double deviation” effect. Surprisingly, these double deviation effects have received little attention in service marketing literature. To fill this gap, this paper aims to develop and empirically test a model of how customers form satisfaction judgments in double deviation scenarios. The paper seeks to propose that emotions have a distinct and separate influence from perceived justice in explaining satisfaction with failed recovery.

The paper employs the critical incident technique to obtain data from banking customers and apply latent variable path analysis to test the proposed model.

The results of the study support the model and highlight the important role of specific recovery‐related emotions in double deviation contexts.

Future research should try to determine whether different specific negative emotions and/or the interactional and procedural components of justice affect post‐recovery judgments in double deviation scenarios.

The results show that specific emotions such as anger play an important role in explaining satisfaction with service recovery. The paper proposes that in future, customer satisfaction surveys could include items measuring specific emotions. This could increase their efficiency as managerial tools.

To the authors' knowledge, this has been the first attempt to model the effect of specific emotions triggered by the service recovery on satisfaction with service recovery and to empirically test a model of satisfaction with service recovery in double deviation scenarios. Furthermore, this study is based on the analysis of real service failures and recovery strategies.

This study examines how perceived organizational justice mediates the relationship between talent management (TM) and non-high potential employees (NHPE) outcomes (i.e. affective commitment, job satisfaction, and the intention to leave) in the public sector, thereby clarifying the underlying mechanisms.

The authors conducted a causal mediation analysis of the findings of a scenario-based survey with 748 public-sector NHPEs by adopting a post-test experimental design.

Perceived distributive justice and perceived procedural justice mediated the relationships among equal resource distribution/TM procedures and NHPE outcomes, respectively.

This study extends and clarifies the argument for fairness judgments based on the gap in resource allocation and the presence or absence of the six rules of procedural justice that affect the attitudes and behaviors of NHPEs, who are generally more affected by TM but underexplored, in the public sector in which NHPEs are considered to be more sensitive to TM due to the egalitarian culture of public sector.

This study aims to examine the relationship between self-perceived talent status (SPTS) and positive employee outcomes (work engagement and organisational commitment), mediated by organisational justice (distributive and procedural justice). The authors define SPTS as employees’ self-conceptualisation of talent, formed by inferring the organisation’s initiatives regarding training and development opportunities and through informal recognition by others.

The authors measured SPTS using eight items on a five-point scale. Through an internet survey company, the authors initially surveyed 1,207 full-time employees from 300 Japanese companies with ≥ 300 employees. In the second round of the survey, conducted after approximately two weeks, 876 (82.9%) responses were collected from the initial 1,207 respondents, which were used for the final analysis.

SPTS was directly and positively related to work engagement, organisational commitment, distributive justice and procedural justice. In learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by distributive justice. In non-learning organisations, SPTS was positively but indirectly related to work engagement and organisational commitment, mediated by procedural justice.

Given SPTS’s positive impact on employee outcomes, to eliminate the information asymmetry between organisations and talent due to strategic ambiguity, organisations should increase SPTS by helping talents perceive the plethora of development opportunities in the talent pool.

The results demonstrate the utility of SPTS for improving employee outcomes based on strategic talent management (TM) mechanisms including talent rewards, talent development opportunities and promotions. Furthermore, the results demonstrate that distributive justice plays an important role in the build-based TM context of learning organisations.