ABSTRACT
The interaction effects (in which high process fairness reduces the effect of outcome favorability, see Chapters 2 and 3; or in which high process fairness heightens the effect of outcome favorability, see Chapter 4) described in previous chapters are quite robust. They have been found in many contexts, using various conceptions and operationalizations of process fairness and of outcome favorability, and across a wide variety of dependent variables. Indeed, the ubiquity of the effects makes it tempting to conclude that they represent fundamental “truisms” in social and organizational psychology. Of course, the interaction effects do not always emerge to the same degree (see Chapters 3-5 for a discussion of moderating influences); on certain occasions, such as when the parties are of equal status (Chen et al., 2003) or when the sample as a whole is relatively certain about their standing as organizational members (De Cremer, Brockner et al., in press), they may not materialize at all.
