Shared and Configural Justice: A Social Network Model of Justice in Teams

Quinetta M. Roberson · Jason A. Colquitt

232 citations0/0 files storedAcademy of Management Review

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Team Dynamics and Performance Job Satisfaction and Organizational Behavior Social Power and Status Dynamics

Abstract

We propose a model of justice in teams that articulates the social influence processes through which shared perceptions of justice emerge and that explores the subsequent effects on team effectiveness outcomes. We also consider barriers to the emergence of shared team justice and introduce configural forms of justice that may result. Theoretical and practical contributions of the model for understanding the meaning and operation of justice at the team level of analysis are discussed.

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References

1977Handbook of Industrial and Organizational Psychology.1986Research in Organizational Behavior.1965Inequity In Social Exchange 1986Organizational Culture and Leadership 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1988The Social Psychology of Procedural Justice 2001Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.2001On the dimensionality of organizational justice: A construct validation of a measure.

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2012Conflict cultures in organizations: How leaders shape conflict cultures and their organizational-level consequences.2013Leader–team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate.2015Perceived workplace racial discrimination and its correlates: A meta‐analysis 2006The Effects of Critical Team Member Assertiveness on Team Performance and Satisfaction 2017Is Leader–Member Exchange Differentiation Beneficial or Detrimental for Group Effectiveness? A Meta-Analytic Investigation and Theoretical Integration

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