PROCEDURAL JUSTICE, ATTITUDES, AND SUBSIDIARY TOP MANAGEMENT COMPLIANCE WITH MULTINATIONALS CORPORATE STRATEGIC DECISIONS

This study concerned strategy implementation in multinational organiza tions. In previous research, subsidiary top managers' perception that their head offices exercised procedural justice positively affected th e former's commitment, trust, and outcome satisfaction. Here, we trace d the effect of procedural justice beyond attitudes to the behavior of compliance. Results, based on two-stage longitudinal data, suggest th at procedural justice enhances subsidiary top managers' compliance dir ectly and indirectly, through the attitudes of commitment, trust, and outcome satisfaction. These effects were not, however, constant but we re more powerful for managers of subsidiaries operating in global, as opposed to multidomestic, industries.