Managerial practices for increasing perceived fairness in interorganizational projects

The aim of this paper is to identify which managerial practices are required to achieve perceived fairness. The paper is based on a literature review and a dyadic case study on an innovative development project. The analysis shows how perceived fairness can be stimulated by managerial practices. It emphasizes the importance of attending to the multiple dimensions of perceived fairness in the concesption and execution of these managerial practices. The paper contributes to the literature on fairness and organization by offering a testable framework in which the concept of perceived fairness is refined.

Publication year:2011

Keywords:A2 Journal article

Accessibility:Closed