Search

This study proposed that conflict management affects organizations’ beliefs that they have an effective voice (procedural justice), have shared their benefits fairly (distributive justice), and are treated respectfully (interactional justice). Structural equation analysis results suggest that a cooperative approach to conflict facilitates justice in its 3 forms in organizational relationships, and that justice, in turn, results in partner strategic advantage and innovation. Results from a sample of 103 pairs of customer and supplier organizations in Shanghai were interpreted as providing support for the value of justice for collaborative work between organizations. The findings also suggest that a cooperative approach to managing conflict is an important antecedent to justice in organizational relationships in China. [ABSTRACT FROM AUTHOR]

Three experimental studies investigated whether information implying social-sexual behavior (any non-work-related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry-level positions, both male and female employees depicted as engaging in social-sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social-sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on-task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social-sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office. [ABSTRACT FROM AUTHOR]