Organizational justice and work outcomes in the Kurdistan Region of Iraq

Arab, Hawkar Rashid; Atan, Tarık

doi:10.1108/md-04-2017-0405

Cited by 34 publications

(38 citation statements)

References 61 publications

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“…Even though scholars highlighted the importance of organizational justice and its influence on innovative behaviour, empirical evidence about the same in non-western countries is limited and whether results from the research conducted at western countries can be generalized to eastern countries needs to be examined (Arab and Atan, 2018). The dearth of studies in non-western settings obstructs the extension or advancement of theoretical frameworks.…”

Section: Introductionmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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Purpose Encouraging employees to exhibit innovative behaviour at the workplace is the need of the hour. Prior studies reported the impact of organisational justice on innovative behaviour; however, the majority of these studies are from the Western context. Moreover, the underlying mechanism linking these variables, namely, the role of knowledge sharing, is sparse. The purpose of this paper is to examine the mediating role of knowledge sharing in the relationship between organisational justice and innovative behaviour through the lens of social exchange theory in the Indian context. Design/methodology/approach Mediation analysis using PROCESS macro was performed on a sample of 288 employees using three structured questionnaires. Participants were recruited from various manufacturing organisations in India. The validity of the hypothesised model was established using AMOS software. Findings Organisational justice impacted both knowledge sharing and innovative behaviour. It was also illustrated that knowledge sharing influenced employees’ innovative behaviour. The most important finding is the partial mediation of knowledge sharing in the organizational justice–innovative behaviour relationship. Originality/value This study tries to demystify the organisational justice–innovative behaviour relationship by highlighting knowledge sharing as an underlying mechanism. The existing theoretical framework that describes the effects of organisational justice is enriched.

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Section: Introductionmentioning

confidence: 99%

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Jnaneswar¹,

Ranjit²

2020

ICT

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“…The importance of justice has been well established in studies of organizations (e.g. Arab and Atan, 2018; Singh and Singh, 2019; Zhang, 2015). Recent studies have also shown that the importance of justice transcends organizational boundaries and extends to interfirm outcomes (e.g.…”

Section: Introductionmentioning

confidence: 99%

Alliance justice and relational performance: the mediating role of boundary spanners' citizenship behaviors

Bai

Li²

2020

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PurposeThe purpose of this paper is to examine the types of justice that affect knowledge acquisition and opportunism in strategic alliances and how these justice mechanisms function.Design/methodology/approachData were collected from both top-level and operating-level boundary spanners in 295 strategic alliances in China (a total of 590 boundary spanners). A structural equation model (SEM) with bias-corrected bootstrap method was used to test the hypotheses.FindingsThe results show that although both procedural justice and distributive justice are important in deterring opportunism, procedural justice is more effective at enhancing knowledge acquisition than distributive justice is. The results also demonstrate that boundary spanners' helping behaviors are more effective at fostering knowledge acquisition, whereas boundary spanners' voice behaviors have more impact on mitigating opportunism. In addition, boundary spanners' citizenship behaviors partially mediate the relationship between justice and interfirm-level performance.Originality/valueThis study adds a boundary-spanning lens to justice literature by uncovering the missing link between justice and alliance outcomes.

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“…As for the second effect, when the management respects its employees, the employees will be more committed and motivated to carry out their tasks (Porath, 2014;Arab & Atan, 2018). Findings also show that there is no managerial behaviour that has a greater effect on employees' motivation to work as the show of respect (Porath, 2014).…”

Section: The Mutual Respect Methods In the Motivation To Workmentioning

confidence: 99%

The Mutual Respect Method for Motivating Leaders and Followers

Samsudin¹,

Ahmad²

2021

IJARBSS

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Leaders and followers have a dynamic relationship that could inspire and motivate each other. In Islam, it is generally considered that a leader is responsible for leading and guiding the followers and the followers in turn have the responsibility to follow their leader as long as the leader's actions are based on Islamic sharia. This shows that both, leaders and followers, need one another to enhance their motivation to implement each other's responsibilities. One method for enhancing motivation is through respect. Hence, what type of respect should exist between a leader and the followers, specifically in Islam? Although a leader holds a high position, should followers respect their leader without any basis or without the leader showing mutual respect? Do followers have to feel they are respected by their leaders in order for them to be continuously motivated? Based on these emerging questions, this article has two objectives, namely, to identify the concept of respect in an Islamic leadership and analyse that concept based on the relationship between a leader and the followers according to Islam. This article is qualitative in nature and data were obtained using the document research method. Findings show that although leaders hold a high position, the leader should respect the followers to ensure that they are always motivated in carrying out their responsibilities. Moreover, followers cannot hope that they will be respected by their leaders because at the same time they too should respect their leaders. Therefore, according to this mutual respect method, the motivation level of leaders and followers will be at an appreciable level needed for carrying out their respective tasks.

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Organizational justice and work outcomes in the Kurdistan Region of Iraq

Cited by 34 publications

References 61 publications

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Organisational justice and innovative behaviour: Is knowledge sharing a mediator?

Alliance justice and relational performance: the mediating role of boundary spanners' citizenship behaviors

The Mutual Respect Method for Motivating Leaders and Followers

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