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Abstract
This study examines how organizational procedural justice affects team performance through team-level knowledge creation practices and the extent to which these practices mediate the association between organizational procedural justice and team performance. The target samples were drawn from six organizations in Korea. A total of 348 cases were used for this study. Structural equation modeling was used to test the proposed research framework. The results indicate that all the direct paths among the research variables were statistically significant. In addition, this research confirms the mediating effect of knowledge creation practices in the relationship between organizational procedural justice and team performance. Conclusions, implications for human performance technology, limitations of the study, and further research also are discussed.
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