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The purpose of this study is to provide an overview of social justice research in library and information science (LIS) literature in order to identify the research quantity, what populations or settings were included and future directions for this area of the discipline through examination of when related research was published, what contexts it covered and what contributions LIS researchers have made in this research area.

This study reviews results from two LIS literature databases—Library, Information Science and Technology Abstracts (LISTA) and Library and Information Science Source (LISS)—that use the term “social justice” in title, abstract or full text to explicitly or implicitly describe their research.

This review of the literature using the term social justice to describe LIS research recognizes the significant increase in quantities of related research over the first two decades of the 21st century as well as the emergence of numerous contexts in which that research is situated. The social justice research identified in the literature review is further classified into two primary contribution categories: indirect action (i.e. steps necessary for making change possible) or direct action (i.e. specific steps, procedures and policies to implement change).

The findings of this study provide a stronger conceptualization of the contributions of existing social justice research through examination of past work and guides next steps for the discipline.

The conceptualizations and related details provided in this study help identify gaps that could be filled by future scholarship.

While social justice research in LIS has increased in recent years, few studies have explored the landscape of existing research in this area.

This paper aims to examine the relationships between locus of attribution, recovery justice perceptions, recovery satisfaction and repurchase intention after a B2B service failure.

Structural equation modeling was used to analyze 300 customer surveys from hospitality businesses. The connections between the selected variables were explored through path analysis using AMOS 24.

Based on the results, the more that business customers blame their wholesalers after a service failure, the less they perceive the procedures in the recovery process as fair. Findings also indicate that in the recovery process, interactional connections through fair treatment and inclusion of customer opinions are important to achieve high recovery satisfaction levels. Moreover, if business customers perceive the monetary compensation provided as fair, their recovery satisfaction increases, and recovery satisfaction then helps to retain these business customers after a service failure.

Starting from the locus of blame, this study highlights the after-failure calculation that business customers make in considering their recovery justice perceptions and the resulting satisfaction level.

The findings have relevance for B2B relationships. This study provides practical processes for failure and recovery management in B2B settings, especially for wholesale providers who function as resellers rather than as manufacturers.

The contributions from this study are largely due to examining B2B service failure and recovery as a process that starts at the pre-recovery stage with the locus of attribution followed by recovery justice perceptions. Whereas other studies have focused more on justice perceptions, the authors go back a step in the recovery process to better understand the antecedents of repurchase intention in B2B transactions.

The purpose of this study is to examine the effect of perceived justice and consumer's moral judgment of a service failure on recovery outcomes.

The research model is examined by adopting a field study approach followed by an experiment. The SPSS program with the PROCESS tool was used to analyze the simple moderation and moderated mediation effects.

The research findings show that consumer's moral judgment of a service failure moderates the relationship between service recovery (psychological compensation vs monetary compensation) and recovery outcomes (recovery satisfaction, negative word of mouth and repurchase intention). Moreover, the conditional indirect effect of service recovery on recovery outcomes through perceived justice is significant when service failure is seen as less moral. Specifically, consumers report lower perceived justice and react negatively to recovery measures when service failure is seen as less moral. In contrast, when consumers perceive a service failure as moral, a psychological compensation outperforms a monetary compensation, lessening negative word of mouth (NWOM).

These findings provide important insights into recovery measure development when considering consumer moral perspectives.

This study investigates the mediating role of improvisation behavior in the relationship between employees' perceptions of procedural justice and their job performance, as evaluated by their supervisors, as well as the invigorating role of their organization-based self-esteem in this process.

Survey data were collected in three rounds among employees and their supervisors in Pakistan.

An important factor that connects procedural justice with enhanced job performance is whether employees react quickly to unexpected problems while carrying out their jobs. This mediating role of improvisation is particularly salient to the extent that employees consider themselves valuable organizational members.

For organizations, this study pinpoints a key mechanism—willingness to respond in the moment to unanticipated organizational failures—by which fair decision-making processes can steer employees toward performance-enhancing activities. It also reveals how this mechanism can be activated, namely, by ensuring that employees feel appreciated.

Improvisation represents an understudied but critical behavioral factor that links employees' beliefs about fair decision-making procedures to enhanced performance outcomes. This study shows, for the first time, how this beneficial role can be reinforced by organization-based self-esteem, as a critical personal resource.

This study aims to focus on justice perceptions as the operating mechanism for leadership to impact whistle-blowing intention (WBI). Consequently, it aimed to test the mediating role of justice perception through which ethical leadership (EL) and servant leadership (SL) lead to WBI.

Data were gathered from 136 employees of IT companies in India through a questionnaire survey to test the proposed relationships.

The analysis showed that both EL and SL predict employees’ WBI via justice as the mediating mechanism.

Formal and informal mechanisms by leaders should focus on ensuring that justice is not only done but also perceived by their subordinates in such a way that just being an ethical or servant leader by itself might not result in pro-social behavior like whistle-blowing.

Many studies have shown the effect of SL and EL on outcomes like whistle-blowing; however, this study comprises that justice perception might play a critical mediating role through which both leadership styles impact normative/prosocial behavior like whistleblowing. Understanding the role of leadership and justice perception can offer valuable insights into one’s WBI and tendencies, thus increasing the amount of variance in the WBI that researchers can explain.

The purpose of this paper is to discuss the concept of Administration of Justice as a research field and set out an agenda for future studies that could promote the production of scientific knowledge in this area.

This paper explores the idiosyncratic features, dimensions of analysis upon the Administration of Justice, states a research agenda and discusses the main challenges on this theme. This paper conceptualizes Administration of Justice as a research field and discusses related phenomena from institutional and economic perspectives on innovation, performance, governance and legitimacy.

As a research field, Administration of Justice is defined as a set of theoretical concepts, research methods and techniques, aiming to investigate the management processes associated with the use and articulation of resources, knowledge and institutions, at different levels of the justice system, and their influence on the provision of justice in a given social context. As social phenomena, four levels of analysis are proper to investigate the justice system: societal, inter-organizational, organizational and operational. Innovation, performance, governance and legitimacy are central themes of the Administration of Justice and present various gaps and research opportunities.

The main implications is the proposal of an agenda for future studies on the Administration of Justice field, which is an important step in raising awareness of the issue.

Administration of Justice encompasses a growing interest among academics, justice practitioners and public managers regarding managerial and political practices carried out in the justice system. Although relevant, this subject has been scarcely studied by the management community. This paper invites community to adopt an organizational and institutional perspective to Administration of Justice, setting an agenda for future research.

With the development of China's economy, more and more Chinese researchers in HR field try to explore suitable policies and practices from China's realities. Researchers have spent considerable efforts to identify means of using human resource management practices to effectively utilize human capital. At the same time, it has been well recognized that organizational justice plays a critical role in effective management of employees' attitude and behaviors. The purpose of this paper is to demonstrate a framework for matching organizational justice and employment mode.

Quantitative research method is used in this study. Base on literature review of organizational justice, HR architecture social exchange and so on. The study tries to find out the relations between organizational justice and employment mode.

The study integrates these two seemingly disparate streams of research, and put forwards a framework for matching organizational justice and employment mode. Different groups of employees are managed differently and may require different organizational justice styles, and organizational justice styles should be consistent with the underlying objectives and psychological contracts underlying different employment modes.

The study tries to make organizational justice strategies match with employment modes and it is an attempt to use organizational justice to manage different employee groups from contingent and deploying perspective.

The purpose of the research was to test whether the widely known interaction between procedural and distributive justice influences cooperation, but only when employees’ identification with the organization is strong.

A survey study was conducted in a company, including scales assessing distributive justice, procedural justice, employees’ sense of organizational identification and willingness to cooperate.

The results showed that this interaction effect was only found among those with a strong sense of organizational identification. However, the pattern of this interaction was different from the pattern found in previous studies, that is, both high procedural and distributive justice was required to best predict cooperation.

These findings identify yet another important moderator of the interaction between distributive justice and procedural justice, but also show that because of the cognitive content of the measure of organizational identification, the shape of the interaction is different than the one predicted by prior research.

This article examines the relationship among participation in decision‐making, employee’s perceptions of procedural justice and employee citizenship behavior. An employee’s perceptions of procedural justice is proposed to mediate the relationship between participation in decisionmaking and employee citizenship behavior. Data from 266 employees from 12 Kuwait business organizations indicate that: (1) participation in decision‐making is positively related to procedural justice perceptions, and (2) procedural justice perceptions mediate the relationship between participation in decision‐making and one of two organizational citizenship behavior dimensions.

Figures published by the Ministry of Justice show significant progress against New Labour's targets to reduce reoffending by young people within the youth justice system. The outgoing government was, unsurprisingly, quick to infer that such findings constituted corroboration of the improved effectiveness of youth justice practice under their administration. This article considers whether such an inference is warranted and discusses other potential explanations of the data.