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1 – 10 of over 3000Bindu Gupta, Karen Yuan Wang and Wenjuan Cai
Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to…
Abstract
Purpose
Managing tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to explore the role of social interactions in motivating employees' willingness to share tacit knowledge (WSTK).
Design/methodology/approach
The study used a survey approach and collected data from 228 employees in service and manufacturing organizations.
Findings
Interactional justice and respectful engagement are positively related to WSTK. The perceived cost of tacit knowledge sharing (CostTKS) partially mediates the relationship between interactional justice and WSTK. Respectful engagement moderates the negative relationship between interactional justice and the perceived CostTKS.
Research limitations/implications
The study advances the understanding of the role of social interaction in facilitating employee WSTK by integrating the direct and intermediate relationships involving the effect of supervisor's interactional justice and peers' respectful engagement and employee perceived CostTKS on WSTK.
Practical implications
The findings have important practical implications for organizations as these suggest how organizations can help tacit knowledge holders experience less negative and more supportive behaviors when they engage in voluntary TKS.
Originality/value
This study examines the effect of both vertical and horizontal work-related interactions on perceived CostTKS and sequentially on WSTK, thereby extending existing literature.
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Dan Ni, Xin Liu and Xiaoming Zheng
This paper aims to examine how and when perceived narcissistic supervision influences subordinates' work engagement and counterproductive work behavior (CWB) based on…
Abstract
Purpose
This paper aims to examine how and when perceived narcissistic supervision influences subordinates' work engagement and counterproductive work behavior (CWB) based on organizational justice theory.
Design/methodology/approach
Two-wave data were collected from 320 employees in a Chinese manufacturing company.
Findings
Subordinates' perceived interactional justice mediated the relationships between perceived narcissistic supervision and work engagement and CWB. Higher levels of subordinates' need for belonging strengthened the detrimental impacts of perceived narcissistic supervision on subordinates' outcomes.
Practical implications
Organizations should reduce the occurrence of narcissistic supervision, enhance subordinates' perception of interactional justice and pay more attention to subordinates' need for belonging in personnel and team arrangement.
Originality/value
Although research has documented the detrimental effects of perceived narcissistic supervision, little effort has been made to investigate how such effects occur and which factors might amplify such effects. This study identified the mechanism underlying the link between perceived narcissistic supervision and subordinates' outcomes and unpacked the moderating role of subordinates' need for belonging.
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Chenwei Li, Keke Wu, Diane E. Johnson and Min Wu
The purpose of this study is to examine the mediating role of perceived procedural justice and interactional justice on the relationship between moral leadership and the four…
Abstract
Purpose
The purpose of this study is to examine the mediating role of perceived procedural justice and interactional justice on the relationship between moral leadership and the four psychological empowerment dimensions manifested in individuals' perceptions of meaning, competence, self‐determination, and impact.
Design/methodology/approach
Data from 241 subordinates, who reported to 110 supervisors, were collected from clothing companies in southern mainland China. The subordinates responded to a self‐report survey, which consisted of the variables of interest. Because of the nature of nested data, hierarchical linear regression (HLM 6.0) was used for analysis.
Findings
A fully mediated model of perceived justice was supported. Procedural justice and interactional justice were found to be differentially associated with the elements of psychological empowerment. Specifically, while perceived procedural justice accounted for more unique variance in the empowerment facets of meaning, competence, and impact, perceived interactional justice accounted for more unique variance in the facet of self‐determination.
Originality/value
This study contributes to the literature by first examining the relationships among moral leadership, two types of perceived justice, and the four empowerment dimensions in the Chinese context. A detailed discussion of the implication for both researchers and practitioners is also provided.
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Gordon Liu, Lukman Aroean and Wai Wai Ko
The purpose of this paper is to investigate the influence of supply chain (SC) justice practices in shared value-supplier delivery performance relationship and the contingent role…
Abstract
Purpose
The purpose of this paper is to investigate the influence of supply chain (SC) justice practices in shared value-supplier delivery performance relationship and the contingent role of trust in SC ecosystem operation.
Design/methodology/approach
The authors collect and analyze dyadic survey data from a marina resort SC ecosystem in Indonesia.
Findings
The results suggest the differential moderating effects of two types of perceived SC justice – perceived procedural justice and perceived interactional justice – on the relationship between shared value and supplier delivery performance. More specifically, we find that perceived procedural justice strengthens the shared value-supplier delivery performance relationship, but that perceived interactional justice weakens such a relationship. Furthermore, the findings demonstrate a positive three-way interaction effect between shared value, perceived SC justice and trust on supplier delivery performance.
Originality/value
The study is the first to introduce the role of SC justice practices in SC ecosystem operation. The authors examine how shared value interacts with perceived SC justice and trust in order to determine supplier delivery performance.
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Juliana D. Lilly and Meghna Virick
The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional…
Abstract
Purpose
The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice.
Design/methodology/approach
Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses.
Findings
The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.
Research limitations/implications
The data used in this paper are cross‐sectional. Also, results are based on self‐report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision‐making at work.
Originality/value
Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.
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Alice H.Y. Hon, Jixia Yang and Lin Lu
The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the…
Abstract
Purpose
The purpose of this paper is to examine the relationship between supervisor‐perceived procedural justice and subordinate‐perceived procedural justice. The moderating roles of the subordinate‐perceived interactional justice and power‐distance value are also to be examined.
Design/methodology/approach
Survey data were obtained from 509 supervisor‐subordinate dyads in mainland China. Hierarchical linear modeling was used to test the research hypotheses.
Findings
Results revealed that: supervisor‐perceived procedural justice is positively related to subordinate‐perceived procedural justice; the direct relationship is stronger when the subordinate perceives higher rather than lower interactional justice from the supervisor; and the direct relationship is stronger when the subordinate holds a higher rather than lower power‐distance value.
Research limitations/implications
The data collected in the present study reside at two hierarchical levels, namely, the employee level and the supervisor level, and the sample size is relatively large. The results are thus less likely subject to common method bias. However, future longitudinal research will be helpful to lend stronger support for the hypothesized causal relationships.
Originality/value
The paper uses cognitive social learning theory in a social exchange context to explain the cross‐level relationship of procedural justice perceptions in organizations, and to identify its boundary conditions. Results support that fairness perceptions at a higher organizational level can be related to lower‐level perceptions along the organizational hierarchy.
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Kristina K. Lindsey-Hall, Susana Jaramillo, Thomas L. Baker and Julian M. Arnold
This paper aims to investigate how perceptions of employee authenticity and customer–employee rapport influence customers’ interactional justice assessments and related service…
Abstract
Purpose
This paper aims to investigate how perceptions of employee authenticity and customer–employee rapport influence customers’ interactional justice assessments and related service evaluations, and how customers’ need for uniqueness impacts these relationships.
Design/methodology/approach
A multi-method, three-study design is used to test the research model. Specifically, structural equation modeling provides tests of the main hypotheses, and two supplemental experimental studies tease out conditional effects providing insightful managerial contributions.
Findings
Results indicate that customers’ perceptions of employee authenticity affect customers’ interactional justice evaluations, particularly when customers identify high levels of customer–employee rapport. Additionally, the aforementioned relationships are contingent upon customers’ need for uniqueness, such that customers with higher levels of need for uniqueness experience lower levels of customer–employee rapport and, consequently, provide poorer interactional justice assessments. Finally, conditional effects are found given the type of provider and frequency of visit.
Originality/value
This research extends prior efforts to understand how customer–employee dynamics influence customers’ service encounter evaluations. In particular, it furthers understanding of authentic FLE–customer encounters, explores drivers of interactional justice and explicates how consumers’ varying levels of need for uniqueness have differential effects on service outcomes.
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Despite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional…
Abstract
Purpose
Despite the importance of interactional fairness, it has been assessed less frequently in literature than has procedural and distributive justice. The effects of interactional fairness are at times stronger than the effects for procedural and distributive fairness, given that supervisors are prominent in any workplace environment and the chief source for interpreting information related to matters such as suitable business practices and goals needed by organizations. This study aims to examine the mediating mechanisms through which interactional justice influences emotional exhaustion and turnover intentions. Specifically, the hypothesis proposes that perceived organizational support and a sense of belongingness simultaneously mediates the relationship between interactional justice and emotional exhaustion, which in turn affects withdrawal cognitions.
Design/methodology/approach
The author draws on the literature and studies on the link between organizational justice, stress and turnover to develop the hypotheses, collecting data from 141 employees of different organizations and occupations.
Findings
Results of partial least squares structural equation modeling and Preacher and Hayes’ (2004) bootstrapping approach reveal that interactional justice is significantly positively associated with perceptions of organizational support and belongingness, which in turn is negatively associated with emotional exhaustion.
Research limitations/implications
Interactionally fair treatment engenders perceptions of organizational support and heightens a sense of belongingness, subsequently reducing the burden of physical and emotional fatigue on individuals and thereby freeing employees from engaging in turnover cognitions.
Practical implications
The study underscores the importance of fair supervisors. Results suggest that fair supervisors help employees estimate the extent to which their organization is supportive. In addition, fair supervisors reassure subordinates that they are valued, which in turn lessens the experience of emotional exhaustion, giving organizations a competitive advantage due to the more favorable behavioral intentions held by employees.
Originality/value
Interactional justice has been assessed less frequently in literature than has procedural and distributive justice. Research has overlooked the underlying process of how interactional justice reactions might motivate emotional exhaustion and turnover intentions responses. Thus, this study identifies an expanded group of mediators that link interactional justice to emotional exhaustion and turnover intentions.
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Alice H.Y. Hon and Lin Lu
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between the interactional justice of supervisors and the job performance of…
Abstract
Purpose
Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between the interactional justice of supervisors and the job performance of subordinates in an expatriate context. Specifically, the authors take a relational approach by introducing help intention directed to the supervisor (upward help intention) as the mediator. The moderating role of distributive justice in the relationship between upward help intention and job performance is also considered.
Design/methodology/approach
A survey was conducted among 232 service employees and their expatriate supervisors in multinational hotels in China. Hierarchical multiple regression analysis was conducted to test the proposed model.
Findings
The statistical results of this study supported the positive effect of interactional justice on job performance as well as the mediating effect of upward help intention. Meanwhile, it was also found that when the level of distributive justice is high, the relationship between upward help intention and job performance is strengthened, whereas the effect is leveled off when the level of distributive justice is low.
Practical implications
The findings of this study suggest that managers in the service industry should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which in turn, will stimulate job performance. Moreover, the fair organizational compensation system aids the managers in turning good interpersonal results into positive performance outcomes.
Originality/value
This study contributes to the literature on justice by revealing the relational mechanism between interactional justice and job performance, and the economic boundary of this relationship.
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Shih Yung Chou, Thuy Nguyen, Charles Ramser and Tree Chang
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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