PROCEDURAL JUSTICE AND MANAGERS IN-ROLE AND EXTRA-ROLE BEHAVIOR - THECASE OF THE MULTINATIONAL

Existing procedural justice studies to date offer only pieces of the p icture on how procedural justice judgments affect behavior. Besides, t hese studies have been conducted primarily in the legal context. This paper develops a comprehensive picture of how procedural justice affec ts managers' in-role and extra-role behavior in the business context. It does so by examining the direct and indirect effects of procedural justice judgments on the in-role and extra-role behavior of multinatio nals' subsidiary top management in the context of the global resource allocation decision process. Especially, this paper advances and tests a theory which predicts that the attitude of commitment to support de cisions provides a bridge between procedural justice and extra-role be havior. Based on an analysis of 119 subsidiary top managers, we offer evidence in support of this theory. Besides its contribution to the pr ocedural justice literature, our study also sheds light on one of the most pressing issues outstanding in the field of international managem ent: how multinationals can motivate subsidiary top managers to implem ent their global resource allocation decisions. The results suggest th at the exercise of procedural justice inspires managers to go beyond t he call of duty and engage in innovative actions, spontaneous cooperat ion, and creative behavior on behalf of the organization in their exec ution of decisions.