From:
A.R.Plath@open.ac.uk
May I also add:
Banai, M. & L. M. Sama. 2000. Ethical dilemmas in MNCs' international
staffing policies a conceptual framework. Journal of Business Ethics,
25(3): 221-35
Multinational corporations' (MNCs') international
staffing policies have been evaluated in terms of cost and efficiency
arguments. Research has not addressed, however, the ethical impact of
these policies on diverse stakeholder groups. This paper presents a
conceptual framework by which ethnocentric, polycentric and geocentric
staffing policies are theoretically linked to underlying decision-making
modes of instrumentality, bounded rationality and economic rationality,
respectively. It goes on to describe the ethical rationales associated
with each policy type, namely, distributive justice, moral rights of
man, and utilitarianism. An investigation of resulting ethical dilemmas
affecting relevant MNC stakeholder groups is incorporated and offered as
a tool for analyzing the true and full costs of trade-offs when choosing
one policy over another. The paper concludes with a discussion of the
implications of the conceptual framework for theory and practice and
directions for future research.
Brockner, J., Y. R. Chen, E. A. Mannix, K. Leung, & D. P. Skarlicki.
2000. Culture and procedural fairness: When the effects of what you do
depend on how you do it. Administrative Science Quarterly, 45(1): 138-59
Previous research has shown that procedural fairness and
outcome favorability interactively combine to influence people's
reactions to their social exchanges. The tendency for people to respond
more positively when outcomes are more favorable is reduced when
procedural fairness (how things happen) is relatively high. This paper
evaluates whether cultural differences in people's tendencies to view
themselves as interdependent or independent (their self-construal)
moderate the interactive relationship between procedural fairness and
outcome favorability. In three studies, participants indicated their
reactions to an exchange with another party as a function of the other
party's procedural fairness and the outcome favorability associated with
the exchange. In Study 1, participants' national culture was treated as
a proxy for their self-construal. In Study 2, people's national culture
and self-construal were assessed. In Study 3, participants were
classified on the basis of their self-construals. Converging evidence
across studies showed that the interactive relationship between
procedural fairness and outcome favorability was more pronounced among
participants with more interdependent forms of self-construal.(.)
Farh, J. L., P. C. Earley, & S. C. Lin. 1997. Impetus for action: A
cultural analysis of justice and organizational citizenship behavior in
Chinese society. Administrative Science Quarterly, 42(3): 421-44
To understand variations in citizenship behavior within
a culture, we examine the relationship between citizenship behaviors and
organizational justice in two studies in a Chinese context, using two
cultural characteristics (traditionality and modernity) and one
individual
(gender) characteristic. In Study 1, we develop an indigenous measure of
organizational citizenship behavior and explore the similarities and
differences of this measure with its Western counterpart. In Study 2, we
use this citizenship behavior measure to test its relationship to
justice. Results demonstrate that organizational justice (distributive
and
procedural) is most strongly related to citizenship behavior for
individuals who endorse less traditional, or high modernity, values. In
addition, we found the relationship between justice and citizenship
behavior to be stronger for men than for women. The studies are
discussed in terms of the generality of citizenship behavior and its
relation to organizational justice and cultural characteristics.
Kim, WC Mauborgne, RA. 1995. A Procedural Justice Model Of Strategic
Decision-Making - Strategy Content Implications In The Multinational.
Organization science, V6 #1: 44 - 61
Leung, K., P. B. Smith, Z. M. Wang, & H. Sun. 1996. Job satisfaction in
joint venture hotels in China: An organizational justice analysis.
Journal of International Business Studies, 27(5): 947-62
In a survey of local employees of joint venture hotels
in China, it was found that procedural and performance-based
distributive justice was related to job satisfaction, but interactional
justice was not, Comparison with other local employees was related to
job satisfaction, but comparison with overseas employees was not, Senior
managers reported a lower level of procedural and interactional justice,
and senior managers and supervisors regarded their pay as less fair in
comparison with local employees in state-owned hotels. Employees who
worked with overseas Chinese and Japanese expatriates were less
satisfied than those who worked with expatriates from the West, and this
difference was explainable in terms of differences in perceived
distributive justice.
Viswesvaran, C., S. P. Deshpande, & J. Joseph. 1998. Job satisfaction as
a function of top management support for ethical behavior: A study of
Indian managers. Journal of Business Ethics, 17(4): 365-71
Based on organizational justice theories and cognitive
dissonance theories, the authors hypothesized that: (a) perceived top
management support for ethical behaviors will be positively correlated
with all facets of job satisfaction (supervision, pay, promotion, work,
co-workers, and overall); and (b) the correlation will be highest with
the facet of supervision. Empirical results (n = 77 middle level
managers from two organizations in South India) supported only the
second hypothesis. Implications for managing a global workforce are
discussed.
> -----Original Message-----
> Prof. Dr. Heyecan Giritli wrote in part: << I'm looking for
> information about studies on "Justice in the Workplace". We're
> especially interested in cross-cultural differences towards procedural
> justice in educational settings. >>