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Negative online consumer reviews represent different forms of injustice. The effect of different types of injustice experienced in a service encounter on a brand is unknown. This study aims to investigate the effect and cause of different forms of injustice on brand love. It also explores which type of responses are more effective to mitigate their damaging effect.

One text mining, using SAS enterprise miner, and three experimental studies were conducted. ANOVA and mediation and moderation analyses were conducted to test the hypotheses.

Negative reviews specific to procedural injustice are more damaging than reviews specific to distributive or interactional injustice experienced in a service encounter. The underlying reason behind this differential effect is that perceived procedural injustice influences consumers more to punish the brand, resulting in a greater negative effect on brand love. To counter the damage, a sympathetic, rather than empathetic, brand response is more effective.

This study contributes to justice theory and brand love literature by providing evidence that procedural injustice triggers the highest level of willingness to punish and thus the lowest level of brand love. Consequently, willingness to punish, rather than emotion, is found to be the underlying reason behind procedural injustice having the strongest negative effect on brand love.

The main purpose of this study is to examine the catalytic impact of perceptions of politics in organizations on the relationship between perceived unfairness and deviant behavior at work.

To test the proposed research model, the authors collected field data in a public sector university located in Islamabad Capital Territory, Pakistan. A two-wave questionnaire was distributed to 400 employees. In the first wave, the questionnaire was used to collect data on participants’ perceptions of perceived injustice and organizational politics. After two weeks, the second wave of data collection was conducted by sending another questionnaire to the same respondents to collect data on their organizational and interpersonal deviance.

Empirical findings revealed that perceived interactional injustice results in interpersonal deviance, and perceived distributive and procedural injustice results in organizational deviance. Moreover, the direct relationship between perceived injustice and deviant behaviors was stronger when the perception of politics factor was high.

To the best of the authors’ knowledge, this study is one of the first to test the detrimental effect of perception of politics on deviance in a public organization in Pakistan.

Despite growing research on school aggression, significant gaps remain in the authors’ knowledge of team aggression, since most studies have mainly explored aggression on the part of students. The purpose of this paper is to focus on understanding the phenomenon of workplace aggression in school teams. Specifically, the purpose of the study was to examine whether team affective conflict in school teams mediates the relationship between team injustice climate (distributive, procedural, and interpersonal injustice climate) and team aggression.

Data were collected from a survey of 43 school teams at different schools using questionnaires.

Results showed that team affective conflict played a role in fully mediating the relationship of team procedural and interpersonal injustice climate to team aggression.

The present results empirically support the notion that workplace aggression can be considered not only an individual phenomenon but also a team phenomenon. Furthermore, it highlights the significance of organizational factors in predicting this phenomenon. The study should serve to encourage principals to reduce the level of team aggression and develop a supportive climate characterized by fair procedures and respect.

A review of the literature also reveals that little investigative effort has been made by scholars to examine aggression on the part of teachers. Evidence for this can be seen in the scarcity of publications on this topic. The current literature’s call to address this issue in schools and at the team level (Fox and Stallworth, 2010) stimulated the present study by highlighting the importance of exploring the contextual factors, rather than the individual ones, responsible for school team aggression.

This paper aims to investigate the impact of injustice, discrimination and incivility on organizational performance in the hotel industry. In addition to this, the study also investigates the mediating effects of discrimination and incivility between distributive injustice, procedural injustice and organizational performance.

A survey was conducted to collect the data from hotel industry employees on a structured questionnaire by using convenience sampling approach. PLS-SEM was used to analyze the useable data of 285 respondents. In addition to this, to evaluate the predictive performance of exogenous constructs newly suggested hold out sample approach in PLS-SEM was also considered.

Results indicate that incivility and procedural injustice has a negative and significant effect on organizational performance, while the impact of distributive injustice and discrimination on organizational performance was insignificant. Further, incivility was found to be a significant mediator, while mediation of discrimination was not supported between distributive injustice, procedural injustice and organizational performance.

Findings are important for hotel managers to adjust their strategies to improve organizational performance.

This study contributes in existing literature by concentrating on predictors that undermine the organizational performance. To the best of the authors’ knowledge, this is one of the early studies to contribute in literature by investigating the impact of injustice perceptions on employee perceptions specifically perceived incivility and perceived discrimination on organizational performance. Further, it also investigated the mediating impact of perceived incivility and perceived discrimination between injustice perceptions and organizational performance. Such considerations have implications for researchers, students and practitioners. For researchers, this study helps to ponder on an alternative approach by considering those factors which may undermine organizational performance, instead of focusing only on those factors which enhance organizational performance. For research students, such contribution will bring a new avenue to consider further research. Managers will find help to control such factors which minimize organizational performance.

This study aims to explore the concept of frontline employee’s brand sabotage behaviour (BSB) and the influencing factors of BSB in the hotels and their partner travel agencies from the perspective of perceived justice and establishes a moderating mechanism based on emotional resource supplementation.

This paper developed a measurement scale of BSB through interviews with hotel employees and multiple rounds of questionnaire surveys in Study 1 and tested the research model and hypotheses using a structural equation model analysis in Study 2.

The results of multiple rounds of surveys indicate that a positive perception of procedural justice helps to restrain employees from implementing BSB but the employee’s perceived customer injustice can directly stimulate not only the BSB but also reduce employees’ perception of the level of procedural justice. However, when employees’ self-efficacy for emotional regulation is higher, the positive relationship between customer injustice and BSB and the negative impact on procedural justice is weakened.

The findings suggest that managers should implement practices to suppress BSB by actively managing the service interaction process and reduce the instances of unjust customer behaviours, while preventing employees from sabotaging brands at both organizational and employee levels by promoting organizational procedural justice and employees’ self-efficacy for emotional regulation.

The research results enrich the discussion on the integration of resources in the process of value co-creation and the common sabotage of brand value caused by resource abuse. Further, this study also supplements and perfects the theory of service brand management.

This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.

Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.

The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.

POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.

The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.

The purpose of this paper is to propose a model to understand how and when employees’ perceived privacy violations and procedural injustice interact to predict intent to leave in the context of the use of social networking sites (SNSs) monitoring.

This study was conducted in a field setting of Facebook to frame the hypotheses in a structural equation model with partial least squares-structural equation modeling. Variables were measured empirically by administering questionnaires to full-time employed Facebook users who had experienced SNS monitoring.

The results showed that when an employee believed that he/she had more ability to control his/her SNS information, he/she was less likely to perceive that his/her privacy had been invaded; and when an employee believed that the transparency of the SNS data collection process was higher, he or she was more likely to perceive procedural justice in SNS monitoring.

This research draws attention to the importance of intent to leave in the absence of perceived procedural justice under SNS monitoring, and the partial mediation of the perception of justice or injustice by perceived privacy violations.

For employers, the author recommends that employers come to know how to conduct SNS monitoring and data collection with limited risk of employee loss.

For employees, the author suggests that SNS users learn how to control their SNS information and make sure to check their privacy settings on the SNS that they use frequently.

This study provided an initial examination and bridged the gap between employer use of SNS monitoring and employee reactions by opening a mediating and moderating black box that has rarely been assessed.

Although researchers have suggested that aggression is multiply determined, most studies examine only a small set of predictors, focusing on either situational or individual or reciprocal motives. Research has not studied extensively the relative strength of multiple antecedent sets. Using questionnaire data (n = 366), the current study examines eleven antecedents of employees engaging in aggression: situational antecedents (i.e., procedural, distributive, and interpersonal justice; organizational, work group, and job related stress), individual difference antecedents (i.e., Type A behavior, trait anger, reactions to anger), and reciprocal effects (i.e., being the target of aggression). Individual difference antecedents and being the target of aggression influence the frequency with which employees report engaging in aggression. Situational antecedents are not significant predictors once other antecedents are taken into account.

This paper aims to examine the black beauty industry from a historical perspective and consider the fairness heuristic theory to determine if organisations in this industry are engaging in and promoting social entrepreneurship or contributing to social injustice. The paper explores the work of Annie Turnbo-Malone and Madame C.J. Walker, pioneers and stalwart entrepreneurs in the black beauty business, to discuss the controversial issue. Current and future applications are also investigated and presented.

Papers from earlier as well as more contemporary journals, news media and books were examined and synthesised to render a balanced view to aid in the entrepreneurship or injustice debate.

The paper concludes that decisions about fairness and justice involve perception and thus vary by individual, allowing a substantial case for the black beauty industry to both be commended for social entrepreneurship and condemned as a proponent of social injustice (distributive, procedural and interactional).

Organisations have substantial impact on individuals, groups, the community and society. A meaningful organisation encourages expression, perceptions of worth and constructive attitudes and behaviour, and refrains from reflecting excessive dictatorship or dehumanisation. This paper highlights both positive and negative organisational and societal issues concerning the business of black beauty, a relatively understudied topic in management in general and management history in particular, and it provides a unique lens from which to build awareness about entrepreneurship and justice and to effect needed change.

The purpose of this paper is to pin point the root causes for the deviant workplace behaviour in the government sector of Pakistan.

Data collection for the research was carried out by interviewing and distributing questionnaires to 100 employees belonging to different Government organizations of Pakistan. The extent of researcher interference was minimal and research was conducted in a non‐contrived environment. This is a cross‐sectional study.

After a comprehensive study, it is concluded that there can be multiple factors responsible for creating workplace deviance, e.g. financial pressures, lower job satisfaction, organizational injustice, organization environment, employee perception, etc. but the most important factors out of these are organizational injustice and job satisfaction.

An important limitation of this research is that it was conducted with a limited sample and a small sample size. Future researchers should use a larger sample size for the research in order to explore new dimensions regarding workplace deviance in public sector organizations of Pakistan.

Managers can benefit from this research and can devise more appropriate strategies to make the employees productive. In order to overcome the deviant workplace behaviour, the managers should try to develop good employee relations, a congenial work environment and promote a culture of quality control circles.

The exact reasons for deviant behaviour in public sector organizations in Pakistan were not identified, thus solutions could not be formulated. This research pin points two major factors due to which deviation at work takes place. This paper is of paramount significance for managers experiencing employee deviance at work in government organizations of Pakistan.