ABSTRACT
This chapter describes the theoretical integration of the literatures on organizational justice and conflict types, making several contributions. It reviews existing integrative research on the connection between justice dimensions and conflict types to date, identifying gaps for future research. The chapter builds on the literature of organizational justice and conflict types, identifies several explanatory mechanisms to extend the knowledge about why and how justice and conflict are related to each other. It compares the justice–conflict interrelatedness in intra-team context to that in the leader–member relationship, distinguishing between teammates and the leader as sources of justice and conflict perceptions. The chapter explains the affective, psychological, and behavioral mechanisms that underlie the reciprocal relationship between injustice and conflict and emphasized need of differentiating between the intra-team and leader–member relationships. It introduces justice expectations and psychological safety climate as possible moderators, whereby justice expectations should strengthen effects of injustice on conflict and psychological safety climate weakens the effects of conflict on injustice.
