Riding the Fifth Wave: Organizational Justice as Dependent Variable

Brockner, Joel; Wiesenfeld, Batia M.; Siegel, Phyllis A.; Bobocel, D. Ramona; Liu, Zhi

doi:10.1016/j.riob.2015.07.002

Cited by 47 publications

(45 citation statements)

References 57 publications

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“…Because high-and low-level construals reflect opposing styles of information processing, they are mutually exclusive (Liberman & Trope, 1998). Supporting the distinction between these construals, high-versus low-level construals have unique effects on, for example, prosocial behavior (Rosen, Koopman, Gabriel, & Johnson, 2016), leader behaviors and follower reactions (Berson & Halevy, 2014;Venus, Johnson, Zhang, Wang, & Lanaj, 2018), and fairness perceptions (Brockner, Wiesenfeld, Siegel, Bobocel, & Liu, 2015), among others (see Wiesenfeld et al, 2017, for a review).…”

Section: Echelons Theoriesmentioning

confidence: 99%

Don’t Get It Misconstrued: Executive Construal-Level Shifts and Flexibility in the Upper Echelons

Steinbach

Gamache²,

Johnson

2019

AMR

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Whereas much of upper echelons research focuses on the background characteristics and traits of executives to explain their strategic choices, much less is understood about the information filtering process by which those characteristics manifest in strategic decisions. We develop theory to explain how executives process information by integrating construal level theory with upper echelons theory. Construal level theory describes how the same event can be interpreted in different ways, thus influencing the type of information people pay attention to, how they process that information, and the resulting decisions and actions. Our theoretical framework explores the dynamic nature of construal levels by developing two new constructs-construal shifts and construal flexibility. In doing so, we draw on self-regulation research to detail how executives can develop the capacity to modify how they process information to best meet changing situational demands. As an illustrative example, we apply our theory to the acquisition context and demonstrate the vital role played by construal shifts and flexibility for executives attempting to manage complex strategic actions. The end result is a framework by which executives can effectively navigate the challenging acquisition process.

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Section: Echelons Theoriesmentioning

confidence: 99%

Don’t Get It Misconstrued: Executive Construal-Level Shifts and Flexibility in the Upper Echelons

Steinbach

Gamache²,

Johnson

2019

AMR

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“…Our findings can be considered as an important extension of this line of research because they reveal conditions that determine the extent to which supervisory justice influences subsequent perceptions of organizational justice. This result is noteworthy because, in previous organizational justice research, justice has commonly been treated as an independent variable, but recently there has been growing interest in examining justice also as a dependent variable (Brockner & Carter, ), and researchers have also underlined the importance of studying the temporal aspects relating to justice judgements and formation (Fortin et al ., ; Jones & Skarlicki, ). Most importantly, our results offer a potential theoretical explanation based on the social identity theory of leadership (Haslam et al ., ; van Knippenberg, ) that may explain in part cross‐foci effects of supervisory justice (or the lack thereof) found in earlier multifoci studies.…”

Section: Discussionmentioning

confidence: 91%

“…In previous organizational justice research, justice has commonly been treated as the independent variable, but recently there has been growing interest in examining justice also as a dependent variable (Brockner & Carter, ) and researchers have underlined the importance of studying the temporal aspects relating to justice judgments (i.e., how justice judgements form and evolve; Fortin, Cojuharenco, Patient, & German, ; Jones & Skarlicki, ). We address this issue in this study by investigating the upward impact of front‐line supervisors on the formation of employees’ procedural justice perceptions directed at the top management team responsible for a major lay‐off decision.…”

Section: Introductionmentioning

confidence: 99%

Prototypical supervisors shape lay‐off victims’ experiences of top management justice and organizational support

Lipponen

Steffens

Holtz

2017

J Occupat & Organ Psyc

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Job loss is a pervasive experience affecting millions of workers around the globe annually. To investigate lay-offs from the perspective of those who are affected, we conducted a lagged study examining lay-off victims' experiences of supervisory justice, top management justice, and organizational support. We test the hypotheses that the relationships between supervisory justice and lay-off victims' subsequent experiences of top management justice as well as organizational support are moderated by supervisors' prototypicality of their team. Results from our study conducted during lay-off process indicated that supervisory justice had a positive lagged impact on lay-off victims' unfolding experiences of both (1) top management justice and (2) organizational support for supervisors who were viewed as highly (but not lowly) prototypical of the team that both supervisors and subordinates were part of. Our study identifies a theoretically grounded moderator that may account for the presence (or absence) of cross-foci effects found in previous multifoci justice studies. Moreover, our results shed light on the development of justice perceptions by demonstrating the impact of lower-level supervisors in translating subordinates' perceptions of justice of the supervisor to that of the top management. Findings suggest that supervisors have an important role to play in managing (for better or worse) the potentially harmful consequences associated with organizational redundancies. Practitioner pointsPrototypical supervisors are 'gatekeepers' who are able to influence their subordinates' relationship with the organization and its management. Involving supervisors in critical events such as lay-offs may be important to effectively manage employees' concerns. It may not be well advised to overly centralize responsibility for communicating information regarding lay-offs under human resource departments.Mass lay-offs, plant closings, and other firm-level employment reductions affect millions of workers around the world every year. Research has shown that involuntary job loss is associated with reduced income (Jacobson, LaLonde, & Sullivan, 1993), impaired (psychological, physical, and social) well-being (Gowan, 2014), and increased mortality

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“…It may seem self‐evident that we should treat people with respect, provide explanations, and use fair processes, but these practices are frequently neglected (Brockner, Wiesenfeld, Siegel, Bobocel, & Liu, ). These practices require effort and time that department heads, education researchers, and others trying to make change frequently rationalize away as being unnecessary.…”

Section: Starting With Power Failsmentioning

confidence: 99%

“…An additional challenge to working in just and fair ways is that when we think about justice and fairness, we are often thinking about outcomes rather than processes (Brockner et al, ). Did everyone get what they deserved?…”

Section: Starting With Power Failsmentioning

confidence: 99%