Abstract
This paper conceptualizes and operationalizes alliance justice capability (AJC) as a second order firm-level capability consisting of three distinct yet related first-order firm level skills which ...
Highlights
In this interconnected and hyper-competitive world, alliances are becoming increasingly important for organizations
The results, from our analysis of data from 154 strategic alliances from the Indian information technology (IT) sector firms, suggest that it is appropriate to conceptualize alliance justice capability (AJC) as a second-order firm level capability consisting of three first order firm-level skills namely procedural justice (PJ), distributive justice (DJ) and interactional justice (IJ)
This result is consistent with recent, but limited, research, which focusses on the role of organizational justice components on strategic alliance performance outcomes (Carnovale et al, 2019; Liu et al, 2019; Wang & Dyball, 2019)
Summary
In this interconnected and hyper-competitive world, alliances are becoming increasingly important for organizations. The roots of organizational justice research can be traced back to a paper by Adams (1965) which underlined the importance of perception of fairness outcomes by employees of an organization. Further development of research in this area identified a second type of justice which has to do with the fairness of procedures followed rather than the fair distribution of rewards (Dong et al, 2019; Thibaut & Walker, 1975). This type of justice came to be known as procedural justice (PJ). The outcomes of the research are discussed, managerial implications are identified and conclusions drawn
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