Emerging Perspectives on Organizational Justice and Ethics
A volume in the series: Research in Social Issues in Management. Editor(s): Eden B. King, Rice University. Quinetta Roberson, Villanova University. Mikki Hebl, Rice University.
This volume in Research in Social Issues in Management expands our understanding of organizational justice and applies justice theories to develop models of ethical behavior in organizations. At a time of global economic recession and frequent business and accounting scandals, many people are questioning the ethics of business leaders. Whether these challenges are actual or perceived, models grounded in organizational justice theories provide powerful insights and suggest new ways of looking at leadership ethics. By examining what it means to be just and examining relationships between justice and ethicality, the chapters in this volume have provided conceptual models for understanding ethical challenges facing organizations.
The chapters are organized around two related themes. The first theme is expanding models of organizational justice. After 30 years of research, a natural question is whether we have reached the useful limits in developing theories of organizational justice. The clear answer you will see after reading these chapters is no, as each chapter pushes our thinking in new directions. The second theme is applying organizational justice theories to develop models of ethical and unethical behavior in organizations. The models address topics of greed, dehumanization, and moral contracts.
Preface, Stephen W. Gilliland, Dirk D. Steiner, and Daniel Skarlicki. PART I: EXPANDING MODELS OF ORGANIZATIONAL JUSTICE. Justice in Organizations: A Person-Centric Perspective, Jing Guo, Deborah Rupp, Howard Weiss, and John Trougakos. The Role of Memory in Judgments of Organizational Justice, Irina Cojuharenco, Jan-Willem van Prooijen, and David Patient. Moving Beyond (In)Justice Perceptions: Examining the Roles of Experience and Intensity, Laurie J. Barclay and David B. Whiteside. Opening a New Conversation in Organizational Justice: A Conceptual Model of Offender Reintegration in Organizations, Jerry Goodstein, Karl Aquino, and Daniel Skarlicki. Organizational Justice and Multiple Levels of Social Capital, Keith James, Damon Drown, and Gabriela Burlacu. PART II: APPLYING JUSTICE TO DEVELOP MODELS OF ETHICAL BEHAVIOR. Perceptions of Greed: A Distributive Injustice Model, Stephen W. Gilliland and Jennifer S. Anderson. Organizational De/Humanization, Deindividuation, Anomie, and In/Justice, Chris M. Bell and Careen Khoury. Moral Contracts, Rebecca L. Greenbaum, Robert Folger, and Robert C. Ford. The Experience-Focused Model of Ethical Action: A Conceptual Foundation for Ethics and Organizational Justice Research, J. Brooke Hamilton, III and Stephen B. Knouse. PART III: COMMENTARY. Five Things I Know for Sure About Organizational Justice (and Many More Things I Am not so Sure About), Carol T. Kulik. About the Contributors.
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- BUS008000 - BUSINESS & ECONOMICS: Business Ethics
- BUS085000 - BUSINESS & ECONOMICS: Organizational Behavior
- BUS108000 - BUSINESS & ECONOMICS: Research & Development
- Emerging Perspectives on Managing Organizational Justice
- Emerging Perspectives on Values in Organizations
- Justice, Morality, and Social Responsibility
- Managing Social and Ethical Issues in Organizations
- The Social Dynamics of Organizational Justice
- Theoretical and Cultural Perspectives on Organizational Justice
- What Motivates Fairness in Organizations?