ABSTRACT
This chapter focuses on three commonly identified cultural syndromes (types) – dignity, honor, and face – help explain managers' just actions. It briefly discusses the development of organizational justice rules, differentiate fairness perceptions from just actions, mention literatures related to managers' just actions, and introduce categories for motives for just behavior. The chapter argues that managers are likely, based on their cultural logic, to use motives for just actions differently. Thus, it is likely managers from a culture of honor expect to create self-identity by their just or unjust treatment of subordinates; however, subordinates confirmation of managers' just actions is also important in confirming managers' identities. The chapter examines specific cognitive and affective motives outlined in published research on just actions, also integrating related research from other areas. It reviews the general rationale for a culture × person × situation (CuPS) approach and define the three types of culture: dignity, honor, and face.
