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PurposeThis paper aims to explore the influence of organisational justice (including distributional justice, procedural justice and interactional justice) and ethical leadership on employees’ innovation behaviour and to analyse the role of ethical leadership in regulating the relationship between organisational justice and employees’ innovation behaviour.Design/methodology/approachThis paper explores the key factors affecting employees’ innovation behaviour from three forms of organisational justice (distributional justice, procedural justice and interactional justice) and ethical leadership. The questionnaire survey method is used to survey Chinese industrial workers. A total of 323 valid questionnaires are collected, and the model is verified by SmartPLS.FindingsThe study found that distributional justice and interactional justice in organisational justice had a significant positive influence on employees’ innovation behaviour. Ethical leadership had a significant positive influence on employees’ innovation behaviour and interactional justice. At the same time, ethical leadership has a significant regulatory effect on the relationship between interactional justice and employees’ innovation behaviour. The study also found that procedural justice had a significant positive influence on distributional justice and interactional justice.Research limitations/implicationsThis paper is limited to industrial workers in Hubei, China, and the research objects need further expansion. In terms of research methods, future research will use other laboratory research methods, combining experimental environments with real-world situations, enhancing the scientific nature of research methods and increasing the credibility of research results.Practical implicationsIn management practice, organisations can take various measures to improve the interaction level of employees, improve employees’ perception of organisational distribution justice by establishing a scientific distribution system, give full play to the role of ethical leadership, implement more ethical management and stimulate employees' innovation behaviour.Originality/valueThis research theorises the relationship between distributional justice, interactional justice and employees' innovation behaviour and enriches the research system of employees' innovation behaviour. At the same time, it examines the regulatory effect of ethical leadership on the relationship between interactional justice and employees' innovation behaviour, which helps enrich the mechanism of ethical leadership affecting employees' innovation behaviour path. It clarifies the mechanism of the interaction among distributional justice, procedural justice and interactional justice and expands the research theory of organisational justice.

Although it is an increasingly popular assumption that leader mindfulness may positively affect leader behaviors and, in turn, employee outcomes, to date, little empirical evidence supports this view. Against this backdrop, the present research seeks to develop and test a serial mediation model of leader mindfulness. Specifically, we propose that leader mindfulness enhances employee performance and that this relationship is explained by increased leader procedural justice enactment and, subsequently, reduced employees' emotional exhaustion. We conducted three studies to test this model. Study 1 involved employees from a wide range of organizations in the USA (N = 275 employees). Study 2 used a sample of leaders and employees from China and measured our model variables at three different points in time (N = 182 employees and 54 leaders). Both studies provide consistent support for our hypotheses. Finally, Study 3 involved a laboratory experiment in which 62 senior executives were assigned to either a mindfulness induction or to a control condition. Again, results revealed a significant and positive link between leader mindfulness and leader procedural justice enactment. In sum, these findings expand our understanding of mindfulness to the domain of leadership, a key area of organizational research. Moreover, they complement prior studies by showing that mindfulness dynamics go beyond intrapersonal effects but also influence the attitudes and behaviors of others. We discuss our findings in light of their contributions to the mindfulness, ethics, and leadership literatures and point out implications for practice.

PurposeGiven increasing customer expectations and disturbances to product returns management, capabilities such as supply chain resilience (SCR) can complement service recovery strategies in retail supply chains. This study utilizes procedural justice theory (PJT) to conceptualize service recovery resilience as a capability that allows firms to meet customer requirements when dealing with disruptions, and empirically investigates its impact on procedural and interactional justice and customer outcomes (i.e. satisfaction and loyalty) in the context of product replacement.Design/methodology/approachThis research employs two scenario-based experiments using a sample of 368 customers to explore the outcomes associated with service recovery resilience.FindingsThe investigation shows more satisfied and loyal customers when a retail supply chain can overcome service recovery challenges through SCR. The study shows that customers evaluate not only the process itself, but also their interactions with the retailer. Specifically, procedural justice and interactional justice have a significant influence on these relationships.Originality/valueThis study proposes service recovery resilience as a concept that bridges service recovery theory with supply chain strategy in the unique context of product replacement. Further, this study also notes how information enhances customer satisfaction with the retailer's effort to address disturbances in the recovery process. Finally, this study informs managers on the capabilities needed to face new customers' needs.

PurposeThis paper aims to assess whether internal procedural justice is directly and indirectly through self-legitimacy connected to external procedural justice among Taiwanese police officers.Design/methodology/approachSurvey data used in this study were collected from 316 Taiwanese police officers in 2019. Structural equation modeling was performed to examine the direct and indirect relationships between internal and external procedural justice.FindingsSupervisors' internal procedural justice is directly related to the external procedural justice rendered to the public by police officers. Internal procedural justice also directly enhances officers' perceptions of internal legitimacy and external legitimacy. Greater senses of internal legitimacy are then accompanied by higher external procedural justice.Research limitations/implicationsSurvey data collected from a non-random sample of officers limit the study findings' generalizability. Organizational justice in the form of supervisory justice is instrumental in promoting officers' perception of self-legitimacy and their delivery of fair treatment to the public.Originality/valueThe present study represents a first attempt to link two important veins of studies in recent policing literature, organizational justice and officer self-legitimacy. This study provides needed evidence to support the value of supervisory justice in policing in a non-Western democracy.

Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studies—an experimental study focusing on the self-perceived upward LMX comparison (i.e., an individual perceives that a coworker's LMX is higher than the LMX that he or she has with the supervisor; N = 203; Study 1: American working adults) and a field survey study focusing on the other-perceived downward LMX comparison (i.e., a coworker perceives that his or her own LMX is higher than the LMX that the individual has with the supervisor; N = 177; Study 2: Chinese software engineers). Results from these studies consistently revealed that a coworker's higher LMX elicits an individual's hostile emotions when the PJ climate is low but that this relationship is buffered when the PJ climate is high. Results of both studies also showed that the coworker's higher LMX arouses the individual to direct harmful behavior toward that coworker (via the individual's feelings of hostility) when the PJ climate is low but not when it is high.

Despite the prevailing discourses on the importance of top management ethical leadership, related theoretical and empirical developments are lacking. Drawing on institutional theory, we propose that top management ethical leadership contributes to organizational outcomes by promoting firm-level ethical and procedural justice climates. This theoretical framework was empirically tested using multi-source data obtained from 4,468 employees of 147 Korean companies from various industries. The firm-level analysis shows that top management ethical leadership significantly predicts ethical climate, which then results in procedural justice climate that fully mediates the effects of top management ethical leadership on two organizational outcomes, namely, firm-level organizational citizenship behavior and firm financial performance. The present study provides a plausible theoretical account and empirical validation of a mechanism through which top management ethical leadership enhances organizational performance.

PurposeThough contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the additional dimensions of supervisor trustworthiness and peer procedural justice compare with procedural justice in their role shaping police outcomes.Design/methodology/approachA survey of 638 police officers in Zagreb, Croatia, was used to regress three separate dimensions of organizational justice on key officer attitudes toward their duties.FindingsThe authors found that supervisor trustworthiness and peer procedural justice were the dominant predictors of officers' rule compliance and trust in the public.Originality/valueThe findings suggest that police scholars and practitioners seeking to better understand the role of officer judgments on resisting agency reform should consider the precedent in corporate behavior research to specifically test the unique roles of multiple components of police organizational behavior on policing outcomes.

Climate change will amplify stress on marine systems already challenged by conflicts and inequities relating to fisheries access, management decisions, and ocean uses across sectors. Understanding how those most connected to fisheries perceive the risks associated with climate change is critical to developing effective responses and establishing management priorities. Adaptation planning efforts may be hindered by perceptions of unequal or unfair distribution of resources and the processes in place to manage them. In contrast, adaptation planning that is more inclusive, transparent, and addresses social dimensions and perceptions of fisheries is more likely to garner support from fishers and fishing communities broadly. We elicited fisher perceptions of climate change impacts on fisheries, and responses to these impacts, through an online survey of commercial fishers in Canada’s Pacific region. The survey highlights substantial concern for climate change, the impacts it will have on fishers’ livelihoods and well-being, and some of the key challenges that may interfere with the ability of fishers and fisheries management to adapt. We frame the findings of the survey drawing from concepts of social justice, focusing on distributive and procedural justice, as necessary considerations, and context for climate change adaptation planning. Developing plans and processes to respond to climate change impacts on fisheries requires not only understanding ecological impacts and challenges, but also the social and institutional considerations that could help or hinder efforts to respond effectively and equitably to a changing ocean.

Purpose The purpose of this study is to develop and test a model on antecedents and consequences of employee engagement in the context of information technology (IT) employees. Design/methodology/approach In this descriptive research, the data were collected from 432 employees working in IT companies operating in India. The authors performed structural equation modeling to test the proposed relationships. Findings The results of this study indicate a positive effect of perceived procedural justice, perceived distributive justice and perceived organizational support on employee engagement. Further, the results of this study show a positive effect of employee engagement on employees’ organizational commitment (OC) and a negative effect on employees’ turnover intentions. Research limitations/implications As this study uses self-reported and cross-sectional research design to collect the data, therefore, it limits the generalizations of the results. Practical implications The findings of this study can be beneficial for the senior managers and human resources functionaries by examining the antecedents and consequences of employee engagement. Originality/value To the best of the authors’ knowledge, this study is one of the few studies that have examined the mediating role of employee engagement on the relationship among organizational justice, organizational support, OC and employee turnover intentions.

PurposeExploitative leadership as a form of destructive leadership may hinder employees' knowledge sharing. However, how and when exploitative leadership impacts employees' knowledge sharing is under explored. Drawing on fairness heuristic theory, this study aims to construct a moderated mediation model to investigate the impacting mechanisms of exploitative leadership on employees' knowledge sharing by introducing organization-based self-esteem as a mediator and perceived organizational procedural justice as a moderator.Design/methodology/approachTo test the research model, data were collected from 148 full-time employees at two-time points and analyzed using partial least square-structural equation modelling (PLS-SEM).FindingsExploitative leadership has a direct negative impact on knowledge sharing. Through the mediation of organization-based self-esteem, exploitative leadership has an indirect impact on knowledge sharing. Organizational procedural justice can weaken the indirect negative relationship between exploitative leadership and knowledge sharing via organization-based self-esteem.Originality/valueThis study is the first to introduce fairness heuristic theory to explain the relationship between exploitative leadership and knowledge sharing. Findings about the mediating role of organizational self-esteem and the moderating role of organizational procedural justice in the relationship between exploitative leadership and knowledge sharing can uncover the black box of how exploitative leadership affects knowledge sharing.