Research in Social Issues in Management – serie

The chapters in this volume offer new and innovative ways to view values related to fairness, as well as work-related values, their antecedents and consequences. All have been peer reviewed prior to their publication. This volume consists of two parts. The first part focuses on value-based theories in organizations. The papers in this section address issues such as how to define, classify and study values; how values influence fairness by influencing what people believe what they deserve; how one’s own identity relates to fairness perceptions, and how values and norms affect the way that people perceive or construe events.

The chapters in this volume offer new and innovative ways to view values related to fairness, as well as work-related values, their antecedents and consequences. All have been peer reviewed prior to their publication. This volume consists of two parts. The first part focuses on value-based theories in organizations. The papers in this section address issues such as how to define, classify and study values; how values influence fairness by influencing what people believe what they deserve; how one’s own identity relates to fairness perceptions, and how values and norms affect the way that people perceive or construe events.

This volume covers such topics as Developing Theories of Fairness Motivation; Development of Justice Integration Theory; and The Roles of Empathy, Self-esteem, and Moral Development in Interactional Fairness.

This volume covers such topics as Developing Theories of Fairness Motivation; Development of Justice Integration Theory; and The Roles of Empathy, Self-esteem, and Moral Development in Interactional Fairness.

This volume of Research in Social Issues in Management critically examines theoretical underpinnings of organizational justice and corporate social responsibility by identifying motives underlying desires for justice and by considering responses to injustice. The first set of chapters explores issues of morality, emotions, and social exchange relationships. These can be seen as engines that drive reactions to organizational justice. The second set of chapters addresses injustice and recovery, the social systems surrounding justice, and the application of justice principles to organizations’ environmental and sustainability practices. A commentary chapter highlights ten themes that cross this interesting collection of paper on Justice, Morality, and Social Responsibility.

This volume of Research in Social Issues in Management critically examines theoretical underpinnings of organizational justice and corporate social responsibility by identifying motives underlying desires for justice and by considering responses to injustice. The first set of chapters explores issues of morality, emotions, and social exchange relationships. These can be seen as engines that drive reactions to organizational justice. The second set of chapters addresses injustice and recovery, the social systems surrounding justice, and the application of justice principles to organizations’ environmental and sustainability practices. A commentary chapter highlights ten themes that cross this interesting collection of paper on Justice, Morality, and Social Responsibility.

This volume in Research in Social Issues in Management expands our understanding of organizational justice and applies justice theories to develop models of ethical behavior in organizations. At a time of global economic recession and frequent business and accounting scandals, many people are questioning the ethics of business leaders. Whether these challenges are actual or perceived, models grounded in organizational justice theories provide powerful insights and suggest new ways of looking at leadership ethics. By examining what it means to be just and examining relationships between justice and ethicality, the chapters in this volume have provided conceptual models for understanding ethical challenges facing organizations.The chapters are organized around two related themes. The first theme is expanding models of organizational justice. After 30 years of research, a natural question is whether we have reached the useful limits in developing theories of organizational justice. The clear answer you will see after reading these chapters is no, as each chapter pushes our thinking in new directions. The second theme is applying organizational justice theories to develop models of ethical and unethical behavior in organizations. The models address topics of greed, dehumanization, and moral contracts.

This volume in Research in Social Issues in Management expands our understanding of organizational justice and applies justice theories to develop models of ethical behavior in organizations. At a time of global economic recession and frequent business and accounting scandals, many people are questioning the ethics of business leaders. Whether these challenges are actual or perceived, models grounded in organizational justice theories provide powerful insights and suggest new ways of looking at leadership ethics. By examining what it means to be just and examining relationships between justice and ethicality, the chapters in this volume have provided conceptual models for understanding ethical challenges facing organizations.The chapters are organized around two related themes. The first theme is expanding models of organizational justice. After 30 years of research, a natural question is whether we have reached the useful limits in developing theories of organizational justice. The clear answer you will see after reading these chapters is no, as each chapter pushes our thinking in new directions. The second theme is applying organizational justice theories to develop models of ethical and unethical behavior in organizations. The models address topics of greed, dehumanization, and moral contracts.

This eighth volume in the Research in Social Issues in Management series explores a variety of social relations to expand our thinking about organizational justice, which is fundamentally based on relationships between organizational authorities and the employees of the organizations. These relationships also emphasize the roles of various actors and suggest fairness perspectives other than that of subordinates’ perceptions of the treatment received from their superiors.The 10 chapters of the volume are divided into two major sections plus a conclusion. The first section presents five chapters that bring new theoretical perspectives to bear on justice considerations. Topics treated throughout this section include conflicting perspectives on justice, psychological distance, greed, and punishment. The second section places emphasis on leaders’ or managers’ perspectives of justice, going back to some of the initial proactive roots of justice rather than on what has become the more traditional focus, that of subordinate perceptions or reactive justice. In the contributions comprising this section, leaders’ personalities, their motives, and their position as both superiors of some employees and subordinates of their own superiors are examined to provide new perspectives on the leadership role in justice matters.The concluding chapter, by Brockner and Carter, comments on the collection of chapters and proposes extensions and alternative perspectives for consideration. This commentary chapter suggests that the volume surfs a fifth wave in the history of justice research as these chapters all examine justice as a dependent variable influenced by numerous factors.

This eighth volume in the Research in Social Issues in Management series explores a variety of social relations to expand our thinking about organizational justice, which is fundamentally based on relationships between organizational authorities and the employees of the organizations. These relationships also emphasize the roles of various actors and suggest fairness perspectives other than that of subordinates’ perceptions of the treatment received from their superiors.The 10 chapters of the volume are divided into two major sections plus a conclusion. The first section presents five chapters that bring new theoretical perspectives to bear on justice considerations. Topics treated throughout this section include conflicting perspectives on justice, psychological distance, greed, and punishment. The second section places emphasis on leaders’ or managers’ perspectives of justice, going back to some of the initial proactive roots of justice rather than on what has become the more traditional focus, that of subordinate perceptions or reactive justice. In the contributions comprising this section, leaders’ personalities, their motives, and their position as both superiors of some employees and subordinates of their own superiors are examined to provide new perspectives on the leadership role in justice matters.The concluding chapter, by Brockner and Carter, comments on the collection of chapters and proposes extensions and alternative perspectives for consideration. This commentary chapter suggests that the volume surfs a fifth wave in the history of justice research as these chapters all examine justice as a dependent variable influenced by numerous factors.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations.This volume features renowned scholars who are unabashedly pushing the field by raising the questions that need to be asked, by working on topics that have received far too little research attention, and by holding researchers, practitioners, managers, organizations, and readers to task for doing what needs to be done to maximize social justice and egalitarian behaviors in the workplace. The chapters provoke the status quo in society and in scholarship, and in so doing, push our understanding of diversity in organizations.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations.This volume features renowned scholars who are unabashedly pushing the field by raising the questions that need to be asked, by working on topics that have received far too little research attention, and by holding researchers, practitioners, managers, organizations, and readers to task for doing what needs to be done to maximize social justice and egalitarian behaviors in the workplace. The chapters provoke the status quo in society and in scholarship, and in so doing, push our understanding of diversity in organizations.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations.In recognition of the centennial anniversary of the ratification of the 19th Amendment to the U.S. Constitution, which granted American women the right to vote and the subsequent struggle for women of color to exercise it, this volume features the personal narratives of recognized scholars in the field who have advanced understanding of gender at work. In this way, we appreciate, and gain perspective on, the rewards and challenges of this essential scholarship and the lives of those who engage in it. The combination of these narratives is an exciting and meaningful exploration of the study of gender and its intersection with other marginalized social identities at work that authentically captures the experiences of scholars in the field and inventively pushes our understanding of diversity in organizations.

Few time periods in the past five decades match the intensity of intergroup conflict that people around the world are currently experiencing. Polarized attitudes around various sociopolitical issues, such as gender equality and immigration, have dominated the media and our lives. Furthermore, these powerful social dynamics have also impacted the places where we work and intensified existing strains on workers and workplaces. To address these issues and improve organizational climates, more theories, research and collaborations to understand these phenomena are needed. The volumes in this series will describe and instigate scholarship that advances our understanding of diversity in organizations.In recognition of the centennial anniversary of the ratification of the 19th Amendment to the U.S. Constitution, which granted American women the right to vote and the subsequent struggle for women of color to exercise it, this volume features the personal narratives of recognized scholars in the field who have advanced understanding of gender at work. In this way, we appreciate, and gain perspective on, the rewards and challenges of this essential scholarship and the lives of those who engage in it. The combination of these narratives is an exciting and meaningful exploration of the study of gender and its intersection with other marginalized social identities at work that authentically captures the experiences of scholars in the field and inventively pushes our understanding of diversity in organizations.

The current volume, the fourth in the series, provides a broad look at the meaning and understanding of diversity and inclusion in organizations. The contributors to this book look toward the future of D&I in organizations and the scholarship of these phenomena. This future focus references not only the content of the chapters-- which we hoped would offer new ideas, emphases, theories, and predictions-- but also to the contributors, emerging scholars who are the future of the field. Indeed, the chapters in this volume offer new perspectives on diversity in organizations, problematize existing perceptions and practices, and offer potential directions for change. Together, the questions and ideas offered these chapters generate a path forward for a thoughtful and nuanced view of D&I in future organizational science. In spite and because of their critiques of the status quo, the scholars and scholarship highlighted here provide hope for positive change.

The current volume, the fourth in the series, provides a broad look at the meaning and understanding of diversity and inclusion in organizations. The contributors to this book look toward the future of D&I in organizations and the scholarship of these phenomena. This future focus references not only the content of the chapters-- which we hoped would offer new ideas, emphases, theories, and predictions-- but also to the contributors, emerging scholars who are the future of the field. Indeed, the chapters in this volume offer new perspectives on diversity in organizations, problematize existing perceptions and practices, and offer potential directions for change. Together, the questions and ideas offered these chapters generate a path forward for a thoughtful and nuanced view of D&I in future organizational science. In spite and because of their critiques of the status quo, the scholars and scholarship highlighted here provide hope for positive change.

Since the term “workforce diversity” was first coined in the 1990s, the topic has received consistent and increasing attention by researchers. Over the last 30 years, a body of theory and research has amassed which recognizes diversity as an important work unit characteristic and explored its influence on organizational functioning and performance. Despite these advancements, the field is at a critical juncture where new ideas, emphases, theories, predictions and approaches are needed to propel our understanding of the meaning, import and functioning of diversity in organizations. Accordingly, this volume looks to the future of diversity work, both with regard to the content of the chapters and to the contributors. We endeavored to give a voice to emerging scholars who are the future of our field and can help to set a future research agenda to push our understanding of diversity in organizations. The scholars raise new and provocative questions about race in organizations that deliberate on the state of our science, our understanding of complex experiences of race, and a more nuanced view of race in terms of intersectionalities. Overall, each of these chapters provokes the status quo and, in so doing, offers a fresh perspective on the study of diversity in general and race and racism more specifically. We believe the end result is a more comprehensive exploration of the phenomenon and the development of an exciting future research agenda.

Since the term “workforce diversity” was first coined in the 1990s, the topic has received consistent and increasing attention by researchers. Over the last 30 years, a body of theory and research has amassed which recognizes diversity as an important work unit characteristic and explored its influence on organizational functioning and performance. Despite these advancements, the field is at a critical juncture where new ideas, emphases, theories, predictions and approaches are needed to propel our understanding of the meaning, import and functioning of diversity in organizations. Accordingly, this volume looks to the future of diversity work, both with regard to the content of the chapters and to the contributors. We endeavored to give a voice to emerging scholars who are the future of our field and can help to set a future research agenda to push our understanding of diversity in organizations. The scholars raise new and provocative questions about race in organizations that deliberate on the state of our science, our understanding of complex experiences of race, and a more nuanced view of race in terms of intersectionalities. Overall, each of these chapters provokes the status quo and, in so doing, offers a fresh perspective on the study of diversity in general and race and racism more specifically. We believe the end result is a more comprehensive exploration of the phenomenon and the development of an exciting future research agenda.

A Call to Action Part 1: Advancing Diversity, Equity, and Inclusion through Systems, Institutions and Policy Levers confronts one of the most pressing challenges in contemporary organizational life: how to sustain and strengthen DEI commitments amid intensifying political, cultural, and institutional resistance. Rather than retreating from this moment, the contributors to this volume respond with clarity, evidence, and resolve.Drawing on cutting edge research across management, public policy, organizational behavior, and social justice scholarship, the chapters speak directly to researchers, leaders, policymakers, and institutional stakeholders. Each contribution identifies a critical priority for advancing DEI through structural, systemic, and policy based interventions. Together, they illuminate the wide-ranging levers—legal, economic, cultural, technological, and organizational—that shape whether DEI efforts falter, stagnate, or meaningfully transform workplaces and communities.The book’s breadth reflects the complexity of the current landscape. Topics span parent supportive policy design, science censorship, disability inclusion, sexual harassment prevention, workforce reintegration, reproductive benefits, entrepreneurial ecosystems, anti discrimination legislation, and the emotional and institutional work that sustains inequity. Authors examine the backlash against DEI, dismantle persistent myths, and offer bold strategies for resilience, refinement, and renewed purpose. Across these chapters, a shared message emerges: DEI is not a passing trend but a foundational requirement for organizational effectiveness, societal well being, and long term success.Together with A Call to Action Part 2: Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset, the two volumes offer a comprehensive roadmap for scholars and practitioners committed to defending, reimagining, and advancing DEI in an era of profound challenge and possibility.

A Call to Action Part 1: Advancing Diversity, Equity, and Inclusion through Systems, Institutions and Policy Levers confronts one of the most pressing challenges in contemporary organizational life: how to sustain and strengthen DEI commitments amid intensifying political, cultural, and institutional resistance. Rather than retreating from this moment, the contributors to this volume respond with clarity, evidence, and resolve.Drawing on cutting edge research across management, public policy, organizational behavior, and social justice scholarship, the chapters speak directly to researchers, leaders, policymakers, and institutional stakeholders. Each contribution identifies a critical priority for advancing DEI through structural, systemic, and policy based interventions. Together, they illuminate the wide-ranging levers—legal, economic, cultural, technological, and organizational—that shape whether DEI efforts falter, stagnate, or meaningfully transform workplaces and communities.The book’s breadth reflects the complexity of the current landscape. Topics span parent supportive policy design, science censorship, disability inclusion, sexual harassment prevention, workforce reintegration, reproductive benefits, entrepreneurial ecosystems, anti discrimination legislation, and the emotional and institutional work that sustains inequity. Authors examine the backlash against DEI, dismantle persistent myths, and offer bold strategies for resilience, refinement, and renewed purpose. Across these chapters, a shared message emerges: DEI is not a passing trend but a foundational requirement for organizational effectiveness, societal well being, and long term success.Together with A Call to Action Part 2: Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset, the two volumes offer a comprehensive roadmap for scholars and practitioners committed to defending, reimagining, and advancing DEI in an era of profound challenge and possibility.

A Call to Action Part 2: Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset turns the spotlight from systems and policy levers to the human, cultural, and relational forces that determine whether DEI efforts thrive, stall, or collapse. In an era marked by backlash, polarization, and rapid organizational change, this volume brings together leading scholars to examine how leaders, teams, and institutions can cultivate the mindsets and practices needed to sustain meaningful progress.Across its chapters, contributors explore the psychological, interpersonal, and cultural dynamics that shape DEI work on the ground. Authors offer evidence based insights on allyship, identity based safety, stereotype awareness, inclusive leadership, and the role of dialogue in bridging divides. They also confront emerging issues—from generational stereotypes to the implications of generative AI—while highlighting the strengths, creativity, and resilience that diversity brings to organizations.This book speaks directly to researchers, educators, and organizational leaders seeking to navigate resistance with clarity and courage. It argues that transforming DEI requires more than policy; it demands intentional norms, reflective leadership, and a mindset oriented toward accountability, authenticity, and collective responsibility.Together with A Call to Action Part 1: Advancing Diversity, Equity, and Inclusion through Systems, Institutions, and Policy Levers, the two volumes offer a comprehensive roadmap for scholars and practitioners committed to defending, reimagining, and advancing DEI in an era of profound challenge and possibility. In a moment of heightened scrutiny and challenge, A Call to Action Part 2 provides the insight and resolve needed to lead with purpose and create workplaces where all people can thrive.

A Call to Action Part 2: Transforming Diversity, Equity, and Inclusion through Norms, Leadership Practices, and Mindset turns the spotlight from systems and policy levers to the human, cultural, and relational forces that determine whether DEI efforts thrive, stall, or collapse. In an era marked by backlash, polarization, and rapid organizational change, this volume brings together leading scholars to examine how leaders, teams, and institutions can cultivate the mindsets and practices needed to sustain meaningful progress.Across its chapters, contributors explore the psychological, interpersonal, and cultural dynamics that shape DEI work on the ground. Authors offer evidence based insights on allyship, identity based safety, stereotype awareness, inclusive leadership, and the role of dialogue in bridging divides. They also confront emerging issues—from generational stereotypes to the implications of generative AI—while highlighting the strengths, creativity, and resilience that diversity brings to organizations.This book speaks directly to researchers, educators, and organizational leaders seeking to navigate resistance with clarity and courage. It argues that transforming DEI requires more than policy; it demands intentional norms, reflective leadership, and a mindset oriented toward accountability, authenticity, and collective responsibility.Together with A Call to Action Part 1: Advancing Diversity, Equity, and Inclusion through Systems, Institutions, and Policy Levers, the two volumes offer a comprehensive roadmap for scholars and practitioners committed to defending, reimagining, and advancing DEI in an era of profound challenge and possibility. In a moment of heightened scrutiny and challenge, A Call to Action Part 2 provides the insight and resolve needed to lead with purpose and create workplaces where all people can thrive.

This book contains an Open Access Chapter.International Perspectives of Diversity, Equity, and Inclusion, the 7th book in the Research in Social Issues in Management series, includes a collection of contributions from around the globe. The amalgamation of these perspectives together broadens the scope of diversity, equity, and inclusion (DEI) research and practice and offers insights that extend beyond the U.S.-focused research that dominates the field.This book addresses unique facets of organizational diversity and brings to bear diverse cultural contexts, historical legacies, and socio-political considerations from regions as varied as South Korea, England, Ireland, Puerto Rico, Norway, Australia, Germany, Malaysia, Japan, Canada, France, India, Belgium, and Sweden. The contributions challenge prevailing assumptions and expand the theoretical and practical boundaries of the field by providing actionable strategies through which to approach DEI in more culturally sensitive and globally relevant ways

This book contains an Open Access Chapter.International Perspectives of Diversity, Equity, and Inclusion, the 7th book in the Research in Social Issues in Management series, includes a collection of contributions from around the globe. The amalgamation of these perspectives together broadens the scope of diversity, equity, and inclusion (DEI) research and practice and offers insights that extend beyond the U.S.-focused research that dominates the field.This book addresses unique facets of organizational diversity and brings to bear diverse cultural contexts, historical legacies, and socio-political considerations from regions as varied as South Korea, England, Ireland, Puerto Rico, Norway, Australia, Germany, Malaysia, Japan, Canada, France, India, Belgium, and Sweden. The contributions challenge prevailing assumptions and expand the theoretical and practical boundaries of the field by providing actionable strategies through which to approach DEI in more culturally sensitive and globally relevant ways

At the 1998 annual conference of the Society for Industrial and Organizational Psychology, we organized a roundtable discussion session titled “Innovating organizational justice: Cultural, value, and stakeholders’ perspectives.” We were impressed by the high level of discussion that this session generated and decided to try to continue the discussion in a conference devoted to these issues. In the summer of 1999, approximately 20 scholars from seven nations met for two days in Nice, France. The theme of the “International Roundtable” on organizational justice was “Innovating research on organizational justice.” The format of the meeting allowed for extensive discussion of each of the papers that were presented.A strong feeling that emerged from this meeting was that organizational justice research has much to contribute to our understanding of people at work. Further, our current research on organizational justice and the application of justice to managerial issues has in some ways been limited by the confines of our academic journals. The papers presented and discussed at the Nice roundtable clearly extended scholarly thinking in new and exciting directions. We invited a subset of the authors who presented their research at this meeting to submit their papers for review for the first volume of our newly developed series Research in Social Issues in Management. All papers were reviewed independently by organizational justice scholars.

At the 1998 annual conference of the Society for Industrial and Organizational Psychology, we organized a roundtable discussion session titled “Innovating organizational justice: Cultural, value, and stakeholders’ perspectives.” We were impressed by the high level of discussion that this session generated and decided to try to continue the discussion in a conference devoted to these issues. In the summer of 1999, approximately 20 scholars from seven nations met for two days in Nice, France. The theme of the “International Roundtable” on organizational justice was “Innovating research on organizational justice.” The format of the meeting allowed for extensive discussion of each of the papers that were presented.A strong feeling that emerged from this meeting was that organizational justice research has much to contribute to our understanding of people at work. Further, our current research on organizational justice and the application of justice to managerial issues has in some ways been limited by the confines of our academic journals. The papers presented and discussed at the Nice roundtable clearly extended scholarly thinking in new and exciting directions. We invited a subset of the authors who presented their research at this meeting to submit their papers for review for the first volume of our newly developed series Research in Social Issues in Management. All papers were reviewed independently by organizational justice scholars.

This book is divided into three parts: integrating the non-work context into theories of organizational justice; non-work reactions to injustice; and commentary.

This book is divided into three parts: integrating the non-work context into theories of organizational justice; non-work reactions to injustice; and commentary.

The current volume, the fifth in the series, focuses on race and racism in organizations. Seventeen experts and trailblazers for building a science around race at work respond to prompts that align with the volume’s goal of building understanding and kindling new directions. These giants on whose shoulders new scholarship stands describe their paths to this area of work and the products of which they are most proud before sharing advice and inspiration for scholars and research in the future. Together, these reflections represent poignant examples of why scholarship on race continues to be of critical importance to management science.