Recent theoretical and empirical studies have begun to address the commonality between organizational justice and organizational change efforts. In the present study, the authors build on these efforts by investigating the interactive effects of three forms of organizational justice on affective change commitment following the spin-off of a durable goods manufacturer from its parent corporation. Results indicated interactional justice interacted with both procedural and distributive justice. The authors also found procedural and interactional justice predicted organizational cynicism, and each form of justice interacted with cynicism to predict change commitment. Implications for organizations going through a change are discussed.
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