Procedural justice and retaliation in organizations: Comparing cross-nationally the importance of fair group processes

Steven L. Blader*, Chia-Chi Chang, Tom R. Tyler

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

36 Scopus citations


This study compares the role of procedural justice in motivating organizational retaliatory behaviors between two employee samples, one American and the other Taiwanese. The cross-national generality of procedural justice effects on retaliation are examined with regard to three issues. First, this study considers the comparability of the link behveen procedural justice and retaliation between the two national samples. Second, it examines whether procedural justice effects on retaliation are mediated by organizational identity in both samples, as has been found in previous research based on U.S. employees (Tyler & Blader, 2000). Third, it investigates whether procedural justice is defined similarly in the two samples. Results indicate moderate cultural variation in the influence of procedural justice on retaliation and in the mediating role of organizational identity. Specifically, although procedural justice was slightly less predictive of retaliation among the Taiwanese sample, the association between justice and retaliation for these respondents was fully (as opposed to partially) mediated by organizational identity. Significant national differences also emerged in the meaning of procedural justice. Taiwanese employees demonstrated a balanced influence of relational and instrumental concerns when making overall procedural fairness perceptions, while U.S. employees defined procedural fairness primarily in terms of relational concerns.

Original languageEnglish
Pages (from-to)295-311
Number of pages17
JournalInternational Journal of Conflict Management
Issue number4
StatePublished - 1 Jan 2001

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