?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.

http://www.faculty.wwu.edu/dunnc3/rprnts.stakeholdertheoryofcorporation.pdf

The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications

Many interventions found to be effective in health services research studies fail to translate into meaningful patient care outcomes across multiple contexts. Health services researchers recognize the need to evaluate not only summative outcomes but also formative outcomes to assess the extent to which implementation is effective in a specific setting, prolongs sustainability, and promotes dissemination into other settings. Many implementation theories have been published to help promote effective implementation. However, they overlap considerably in the constructs included in individual theories, and a comparison of theories reveals that each is missing important constructs included in other theories. In addition, terminology and definitions are not consistent across theories. We describe the Consolidated Framework For Implementation Research (CFIR) that offers an overarching typology to promote implementation theory development and verification about what works where and why across multiple contexts. We used a snowball sampling approach to identify published theories that were evaluated to identify constructs based on strength of conceptual or empirical support for influence on implementation, consistency in definitions, alignment with our own findings, and potential for measurement. We combined constructs across published theories that had different labels but were redundant or overlapping in definition, and we parsed apart constructs that conflated underlying concepts. The CFIR is composed of five major domains: intervention characteristics, outer setting, inner setting, characteristics of the individuals involved, and the process of implementation. Eight constructs were identified related to the intervention (e.g., evidence strength and quality), four constructs were identified related to outer setting (e.g., patient needs and resources), 12 constructs were identified related to inner setting (e.g., culture, leadership engagement), five constructs were identified related to individual characteristics, and eight constructs were identified related to process (e.g., plan, evaluate, and reflect). We present explicit definitions for each construct. The CFIR provides a pragmatic structure for approaching complex, interacting, multi-level, and transient states of constructs in the real world by embracing, consolidating, and unifying key constructs from published implementation theories. It can be used to guide formative evaluations and build the implementation knowledge base across multiple studies and settings.

/pdf/fostering-implementation-of-health-services-research-4xghpqk7rh.pdf

Fostering implementation of health services research findings into practice: a consolidated framework for advancing implementation science

Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.

/pdf/perceived-organizational-support-a-review-of-the-literature-44wwivd3l8.pdf

Perceived organizational support: A review of the literature.

The field of organizationa l justice continues to be marked by several important research questions, including the size of relationships among justice dimensions, the relative importance of different justice criteria, and the unique effects of justice dimensions on key outcomes. To address such questions, the authors conducted a meta-analytic review of 183 justice studies. The results suggest that although different justice dimensions are moderately to highly related, they contribute incremental variance explained in fairness perceptions. The results also illustrate the overall and unique relationships among distributive, procedural, interpersonal, and informational justice and several organizational outcomes (e.g., job satisfaction, organizational commitment, evaluation of authority, organizational citizenship behavior, withdrawal, performance). These findings are reviewed in terms of their implications for future research on organizationa l justice.

/pdf/justice-at-the-millennium-a-meta-analytic-review-of-25-years-b9qfmr75n2.pdf

Justice at the millennium: a meta-analytic review of 25 years of organizational justice research

Organizational Justice: Yesterday, Today, and Tomorrow

A taxonomy is presented that categorizes theories of organizational justice with respect to two independent dimensions: a reactive-proactive dimension and a process-content dimension. Various theories within each of the four resulting categories are identified. The implications of the taxonomy are discussed with respect to clarifying theoretical interrelationships, tracking research trends, and identifying needed areas of research.

/pdf/a-taxonomy-of-organizational-justice-theories-2cg90xlja6.pdf

A Taxonomy of Organizational Justice Theories

Employee theft rates were measured in manufacturing plants during a period in which pay was temporarily reduced by 15%. Compared with pre- or postreduction pay periods (or with control groups whose pay was unchanged), groups whose pay was reduced had significantly higher theft rates. When the basis for the pay cuts was thoroughly and sensitively explained to employees, feelings of inequity were lessened, and the theft rate was reduced as well. The data support equity theory's predictions regarding likely responses to underpayment and extend recently accumulated evidence demonstrating the mitigating effects of adequate explanations on feelings of inequity.

http://mario.gsia.cmu.edu/micro_2007/readings/Greenberg_Employee%20theft.pdf

Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of Pay Cuts

The social side of fairness: Interpersonal and informational classes of organizational justice.

Middle managers from three organizational samples responded to an open-ended questionnaire in which they described the determinants of particularly fair or unfair performance appraisals. By Qsort procedure, the responses were categorized and combined to yield seven distinct determinants of fairness in performance evaluations. Ratings of the perceived importance of these determinants were factor analyzed, revealing two distinct factors---procedural determinants and distributive determinants. The implications of the reported determinants are discussed with respect to existing research and theory on justice in organizations.

Jerald Greenberg

Papers

Organizational Justice: Yesterday, Today, and Tomorrow

A Taxonomy of Organizational Justice Theories

Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of Pay Cuts

The social side of fairness: Interpersonal and informational classes of organizational justice.

Determinants of Perceived Fairness of Performance Evaluations