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Unterhitzenberger, C
Languages: English
Types: Unknown
Subjects: Business, TH
The concept of organizational justice has been a focus of attention in management studies, due to its potentially positive effects on both an organization and also on its employees. The concept focuses on the effect the social relationships that exist between people in the working environment have on aspects of performance. At its heart is the notion that an individual’s perception of “fairness” relating to aspects of their work influences their behavior, which in turn leads to either negative or positive outcomes in terms of performance. \ud One operational context in which the relationship between organizational justice and performance has not been explored, to date, in any depth in the prior literature is that of project environments. The research reported in this paper contributes to addressing this gap in the literature. Projects are delivered through often complex and temporary organizations which are only set up for the purpose of a specific task. This is especially applicable for construction projects which often involve a very high number of specialist consultants and contractors. It is the potentially high impact on project success of the social and relational aspects of project teams which makes them interesting for researchers, especially as the construction industry has been widely criticized for its low performance for many years (e.g. Doloi, 2013, Egan, 1998, Latham, 1994). So understanding the social relationships, with a focus on the boundaries between relations, is important from a wider impact perspective. \ud Hence the overall purpose of this paper is to explore the relationships between organizational justice, organizational justice climate and construction project success.
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