The In-role and extra-role behavior of multinational's subsidiary top management: procedural justice at work
Author: Kim, W. Chan ; Mauborgne, RenéeINSEAD Area: StrategyIn: Management Science, vol. 42, no. 4, apr. 1996 Language: EnglishDescription: p.499-515.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: Existing procedural justice studies to date offer only pieces of the picture on how procedural judgments affect behavior. Besides, these studies have been conducted primarily in the legal context. This paper develops a comprehensive picture on how procedural justice affects both in-role and extra-role behavior in the business context. It does so by examining the direct and indirect effects of procedural justice judgments on the in-role and extra-role behavior of multinational's subsidiary top management in the context of the global resource allocation decision process. Especially, this paper advances and tests a theory which predicts that the attitude of commitment to support decisions provides a bridge between procedural justice and extra-role behavior. Based on an analysis of 119 subsidiary top managers, the authors offer evidence in support of this theory and shed light on how multinationals can motivate subsidiary top managers to implement their global resource allocation decisions| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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Existing procedural justice studies to date offer only pieces of the picture on how procedural judgments affect behavior. Besides, these studies have been conducted primarily in the legal context. This paper develops a comprehensive picture on how procedural justice affects both in-role and extra-role behavior in the business context. It does so by examining the direct and indirect effects of procedural justice judgments on the in-role and extra-role behavior of multinational's subsidiary top management in the context of the global resource allocation decision process. Especially, this paper advances and tests a theory which predicts that the attitude of commitment to support decisions provides a bridge between procedural justice and extra-role behavior. Based on an analysis of 119 subsidiary top managers, the authors offer evidence in support of this theory and shed light on how multinationals can motivate subsidiary top managers to implement their global resource allocation decisions
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