Peer justice and teamwork process

Russell Cropanzano, Andrew Li, Lehman Benson

Research output: Contribution to journalArticle

46 Scopus citations

Abstract

We articulate a teamwork process model of peer justice, defined as a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the fairness with which they treat one another. We argue that unit-level judgments of procedural and interpersonal fairness may influence team process, characterized by such things as better communication, better coordination, and more mutual support for members. These team processes, in turn, promote higher team performance and unit-level citizenship behaviors. These ideas were tested among teams of business students working on a semester-long class project. Findings generally supported our theoretical model, attesting to the importance of peer justice. We also found that peer procedural justice strength influenced team outcome variables, including performance, through teamwork processes. The theoretical and practical implications of these findings are discussed.

Original languageEnglish (US)
Pages (from-to)567-596
Number of pages30
JournalGroup and Organization Management
Volume36
Issue number5
DOIs
StatePublished - Oct 1 2011

Keywords

  • organizational justice
  • peer justice
  • team effectiveness
  • teamwork process

ASJC Scopus subject areas

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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