Offshoring and Cross‐Border Interorganizational Relationships: A Justice Model*

Abstract

ABSTRACTIn this article, we develop an interorganizational justice model to explain cross‐border interorganizational relationships. The model contends that cultural distance (construed as the cultural differences between offshoring partners) would influence behavioral uncertainty and the boundary spanners' perceptions of justice. Specifically, the model predicts that high levels of behavioral uncertainty are likely to reduce relational commitment, whereas low levels of behavioral uncertainty are likely to enhance relational commitment. However, boundary spanners' perceptions of distributive, procedural, and interactional justice would mitigate the negative impact of behavioral uncertainty on relational commitment. The model also predicts that culturally similar boundary spanners would be more likely to share similar perceptions of distributive, procedural, and interactional justice than culturally dissimilar boundary spanners. This model has implications for further theoretical discussion and empirical research as well as management practice. Managers could use the interorganizational justice model to assess shared perceptions of justice among boundary spanners and develop transcultural justice competencies.