000			02296 a2200325 4500
001			1317085051
005			20250317111626.0
008			250312042016GB eng
020			_a9781317085058
037			_bTaylor & Francis _cGBP 33.99 _fBB
040			_a01
041			_aeng
072	7		_aKJU _2thema
072	7		_aKJC _2thema
072	7		_aKJMB _2thema
072	7		_aKJU _2bic
072	7		_aKJC _2bic
072	7		_aKJMB _2bic
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072	7		_aBUS071000 _2bisac
072	7		_a331.011 _2bisac
100	1		_aMarcos Komodromos
245	1	0	_aOrganizational Justice during Strategic Change _bThe Employee’s Perspective
250			_a1
260			_aOxford _bRoutledge _c20160309
300			_a180 p
520			_bOrganizational leaders often struggle to establish and sustain a trusting culture in times of constant changes in the corporate fabric and unethical behavior by corporate leadership. Organizational justice theory provides a means to explain and better understand employees’ perceptions of trust, fairness, and the management of change during strategic change. Qualitative studies have yet to be conducted on how an organizational justice framework would address the need of organizational justice for novel, conceptually derived accounts of non-managerial employee perspectives. The purpose of Organizational Justice during Strategic Change is to be both an academic and practical book. After presenting the theoretical elements of the topic, half the book is devoted to a detailed case study of employee interviews conducted in a large, privately-owned media organization addressing the issues of the book topic. The authors’ research findings from the case study indicated employees who experience trust and positive feelings regarding their treatment within the organization are willing to become involved in the change process and adopt positive working relationships with their colleagues and managers. This study is important for organizational management to gain knowledge and understanding on how employees’ perceptions of distrust and unfairness can lead to resistance and negative behaviors toward organizations and management during strategic change.
700	1		_aDaphne Halkias _4A01
999			_c6216 _d6216