Collectivism, Machiavellianism, Perceived Organizational Justice and Organizational Citizenship Behavior: An Empirical Study of Chinese Employees

This study examined the relationship between perceived organizational justice and two individual differences, namely, (i) within-culture collectivism and (ii) Machiavellianism. In addition, this study also examined the influence of perceived organizational justice on organizational citizenship behavior (OCB). Previous research suggests that individual differences influence perceived organizational justice, which in turn have an effect on subsequent behaviors. However, much of the research was done in the western context. The present research seeks to examine the generalizability of findings based on the western context by investigating the relationships among within-culture collectivism, Machiavellianism, perceived organizational justice and OCB in a non-western context, specifically, among a group of employees from People’s Republic of China. Results suggested that within-culture collectivism and Machiavellianism were significantly associated with perceived organizational justice. Consistent with previous research, perceived organizational justice was positively related to OCB. Implications of the study were discusse

Social construction of organizational justice: A social network perspective

Master'sMASTER OF SCIENCE (MANAGEMENT

Social influence process in organizational justice perceptions : the role of social ties

Research Paper Series (National University of Singapore. Faculty of Business Administration); 2005-0201-3

Workplace as communities : the role of social networks on who seeks, gives and accepts information on justic issues

Research Paper Series (National University of Singapore. Faculty of Business Administration); 2005-02

Effects of customer feedback level and (in)consistency on new product acceptance in the click-and-mortar context

We propose that feedback level and inconsistency jointly affect potential customers' acceptance of new products. We conducted two studies, one with a two-by-two design in which feedback level and inconsistency were constructed as binary categories, and the other with a continuous design of feedback level and inconsistency. We found that (1) higher feedback level and lower inconsistency increase customer acceptance; (2) feedback inconsistency moderates the relationship between feedback level and customer acceptance; and (3) extremely negative feedback has more significant impact than do moderately negative or extremely positive ones.Customer feedback Perceived risk New product acceptance

The organizational socialization process: Review and development of a social capital model

10.1177/0149206310384630Journal of Management371127-152JOMA