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This paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.

This paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.

The study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.

This paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.

In management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.

This research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.

The purpose of this paper is to study brain drain as a social problem and elaborate a five‐dimensional social justice model as the main cause of brain drain. The paper explores the effects of distributional justice, emotional justice, procedural justice, transactional justice, and informational justice on brain drain intention.

The method of research is survey method. This research is functional in terms of target and is descriptive. Moreover, the research is a field study from the information gathering perspective; and from the aspect of relationship between variables, it has casual type.

The results of this study demonstrate that justice is a critical issue among the scientific elites of Iranian society. This study demonstrates the existence of a negative relationship between social justice and intention to emigrate (brain drain) in Iran.

Despite the lack of precise statistical information in this area, the paper seeks to critically analyze the brain drain phenomenon in Iran. The use of questionnaire meant that more in‐depth analysis was not possible to obtain.

It is important to prevent elite emigration, particularly since elites represent vital cultural, social, and economic capital. In relation to informational justice, which is not likely to act as a single cause of brain drain but acts in concert with other factors, it should be recalled that communication plays a vital role.

Surprisingly, no empirical research has yet been done in Iran to examine possible relationship between occurrence and/or the rate of the talent flow and social justice.

This chapter examines the notion of spatial justice and its applicability in the context of informality. In the first part it examines the concept of informal urbanism in the context of informal settlements and experiences with upgrading programmes. Drawing on critical evaluations of some of the most well-known upgrading programmes, the chapter in the second part then theorises the notion of spatial justice. I argue for a multidimensional, fragmentary, context- and culture-specific concept, which encompasses equity, empowerment and recognition. As an operationalisation of the notion of spatial justice developed in this chapter and a conclusion to it, a framework is proposed to underpin the assessment of spatial justice in public space based upgrading programmes in informal settlements. It contains aspects regarding the quality of the material space, the integrity of its production process, issues of management and regulation as well as the use of space.

The purpose of this paper is to examine whether organisational justice (distributive justice, procedural justice and interactional justice) predicts job satisfaction and performance of health professionals and whether the demographic characteristics of hospital employees mediate the relationship between workplace justice and job satisfaction and performance.

Questionnaires were administered to a sample of 300 respondents in seven hospitals using convenient sampling. Hypotheses were tested using multiple and hierarchical regression models.

The paper established that distributive justice, procedural justice and interactional justice predict job satisfaction and performance of health professionals. However, their demographic characteristics are shown to partially mediate the relationship between organisational justice and job satisfaction but not performance.

Granted that other studies exist, this is one of the few that focuses on hospitals and probably the first of its kind in Ghanaian hospitals. Thus the findings could be essential for policy and practice and also generate further discourse that may improve the extant literature and our understanding of the subject.

Contemporary organizations are increasingly paying attention to incorporate diversity management practices into their systems in order to promote socially responsible actions and equitable employment outcomes for minority groups. The aim of this paper is to seek to address a major oversight in diversity management literature, the integration of organizational justice principles.

Drawing upon the existing literature on workforce diversity and organizational justice, the authors develop a model based on normative principles of organizational justice for justice‐based diversity management processes and outcomes.

The paper proposes that effective diversity management results from a decision‐making process that meets the normative principles of organizational justice (i.e. interactional, procedural and distributive justice). The diversity justice management model introduced in this article provides important theoretical and practical implications for establishing more moral and just workplaces.

The authors have not tested the conceptual framework of the diversity justice management model, and recommend future research to take up the challenge. The payoff for doing so is to enable the establishment of socially responsible workplaces where individuals, regardless of their background, are given an equal opportunity to flourish in their assigned jobs.

The diversity justice management model introduced in this paper provides organizational justice (OJ)‐based guidelines for managers to ensure that OJ can be objectively benchmarked and discussed amongst diversity stakeholders to continuously improve actual and perceived OJ outcomes.

The social implication of this conceptual paper is reduction of workforce marginalization and establishment of socially responsible organizations whereby those marginalized (e.g. people with disabilities) can effectively work in their organizations.

This is the first attempt to establish a diveristy justice management model, which incorporates normative principles of organizational justice into diversity management processes and outcomes.

While technological advances have been changing the way that services are delivered to customers, direct interaction between banks’ front-line staff and customers still holds its distinct position in the banking sector. This research investigates the relationship between interactional justice and the willingness of commercial banks’ front-line staff to engage in customer-centric behaviors, as well as the mediators behind this relationship.

This research combined both qualitative and quantitative research methods. In-depth interviews were employed to explore the potential mechanisms underlying the relationship between interactional justice and customer-centric behavior and to develop the specific measurement scale for customer-centric behavior in the banking service context. A survey was conducted to test the conceptual model using a sample of 312 customer contact employees working in Vietnamese commercial banks.

The research results indicate that interactional justice significantly enhances employees’ willingness to engage in customer-centric behaviors, and this relationship is partially mediated by overall job satisfaction and the leader-member exchange relationship.

This research faces several limitations. The first limitation concerns the fact that the data are based on self-reports, which might lead to common method biases. Second, this study used a sample drawn from the North of Vietnam only. Third, this study adopted a limited set of measurement items due to the concerns of model parsimony and data collection efficiency. Fourth, we followed prior justice work to assume the linear relationship between interactional justice and leader-member exchange, in which the leader-member exchange is hypothesized to be the outcome of fair treatment (Erdogan and Liden, 2006; Masterson et al., 2000). Last, we only considered how leaders treat their followers through the lens of interactional justice, while interactional justice differentiation has also been affirmed as a crucial determinant of leader-member exchange and employees’ performance.

This research is noteworthy that it is the first to take a social exchange perspective to examine customer-oriented behavior as an outcome of interpersonal interactions in the workplace. Accordingly, it delivers a key message to bank supervisors: “Treat employees the way you want your customers to be treated.”

The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context.

The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses.

The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect.

The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

The purpose of this paper is to examine the impact of three different dimensions of switching costs on customer dissatisfaction response styles as well as on the evaluation of service recovery.

Study 1 is a scenario-based experiment and Study 2 uses a critical incident technique combined with survey-based measures of switching costs, dissatisfaction responses and perceived complaint handling.

The results of these studies highlight the need to consider the different effects of switching costs. Not only do different switching costs lead to varying customer dissatisfaction responses, they also have differential moderator effects on the interrelationships between customer-perceived recovery justice and service recovery satisfaction.

Service failure severity was an influential control variable. Future studies should investigate how the type, context and severity of service failure influence customers’ complaint behavior. Furthermore, participants had trouble differentiating between their relations toward their service provider in general and one particular employee. Hence, further research should explore the relationship between customers and frontline employees.

The authors encourage managers to take a closer look at the switching cost dimensions of their service industry. This may lead practitioners to promote differentiated strategies for complaint stimulation and complaint handling.

This is the first study to simultaneously explore all three dimensions of switching costs when examining their impact on customers’ dissatisfaction response styles as well as the moderating effects in the recovery process. In doing so, this study reveals some hitherto uncovered effects.

Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the perceived likelihood of dishonest behaviour among retail employees. Specifically, the role of three negative work outcomes – insufficient pay, boredom, and perceived injustice – is investigated, as well as the effect of individual values and espoused organisational values.

The sample consisted of 784 retail employees from six retail organisations located in Estonia and Latvia. A survey questionnaire that used manipulated scenarios of work outcomes and organisational values was administered.

The study concludes that perceived injustice produces more dishonesty than other negative work outcomes (insufficient pay and boredom), whereas boredom was a surprisingly strong trigger for the perceived likelihood of dishonest behaviour. Individual ethical values determined the perceived likelihood of dishonest behaviour as hypothesised while sensation-seeking values did not. Espoused organisational values had no significant effect on the perceived likelihood of dishonest behaviour.

The results imply that the breach of distributional and procedural justice simultaneously associates most with employee dishonesty, and retail employee selection is the key to curbing dishonest behaviour in the workplace.

The paper makes a contribution to behavioural ethics literature by studying dishonest employee behaviour in the post-communist context while addressing various forms of dishonest behaviour, in addition to stealing. Also, the effect of espoused organisational values has been scarcely studied before.

Injustice is perceived, experienced and articulated. Social movements, and their constitutive parts, frame and re-frame these senses of injustice. Two often-overlapping accounts of social movements are in focus in this chapter. Human geography has been flooded with movement-based analyses of environmental justice (EJ). Sociology (more appropriately political sociology) has provided insight into social movements in the form of ‘contentious politics’ (CP). Building on both sets of literature, this chapter seeks to advance thought in human geography through a detailed exploration of master and collective action framing. It argues, firstly, that framing analysis challenges activist researchers to retain ‘spatial constructs’ as their central focus, rather than discourse. It calls, secondly, for us to unbind injustice as much as justice in our analysis of framing. And lastly, it demands a multi-spatial perspective on framing beyond simply scalar accounts.