http://repub.eur.nl/res/aut/16808/ List of Publications en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/14514/ 2007-05-01T00:00:00Z The present research examined the effect of procedural fairness and trust in an authority on people's willingness to cooperate with the authority across a wide range of social situations. Prior research has shown that the presence of information about whether an authority can be trusted moderates the effect of procedural fairness. If no trust information is available, procedural fairness influences people's reactions. This is not the case when information about the trustworthiness of the authority is present. In the present article, it is argued that information about whether the authority can or cannot be trusted may also moderate the effect of procedural fairness in predicting levels of cooperation. Assuming that the use of fair procedures by authorities that cannot be trusted is less influential than is the enactment of procedures by trustworthy authorities, it is predicted that trust in authority moderates the influence of procedural fairness on cooperation in such a way that procedural fairness has a positive effect on cooperation primarily when trust in authority is high. Results from 4 studies (2 experimental studies and 2 field studies) provide supportive evidence for this interaction. http://repub.eur.nl/res/pub/14989/ 2005-08-01T00:00:00Z The process-based model of leadership draws upon the procedural justice literature to hypothesize that leaders motivate their followers to accept change by exercising their authority via fair procedures. The model draws upon social identity theory to hypothesize that this procedural justice influence is linked to the identity relevance of procedural justice information. As a consequence, it is hypothesized that those who are more strongly identified with their company will be more influenced by procedural justice information. This hypothesis is tested in a merger situation in which leaders are seeking employee acceptance for a change in corporate structure in a situation in which their company is “taken over” by another. The study examines whether the fairness of the procedures managers use to implement the merger shapes employee's subsequent reactions to the new company and whether this influence is stronger when identification is high as predicted by social identity theory. The results suggest that if leaders act in procedurally fair ways, they are viewed as more legitimate and more competent, and employees are more accepting of organizational change. This influence is stronger among those who identify more highly with the organization. http://repub.eur.nl/res/pub/14994/ 2005-06-01T00:00:00Z Six studies examined why and when respect vs. disrespect influences people’s emotions, self-worth, and behavior. Following relational models of justice, we argued that people use groups to derive information about the social self and as such value respect information because it indicates (a) whether or not they are accepted, and (b) how their status within the group is evaluated. These two identity concerns were operationalized by means of reinforcing people’s desire to belong (i.e., the identity concern of acceptance) and concern for reputation (i.e., the identity concern of one’s status evaluation). In line with predictions, the first three studies demonstrated that respect matters only among those whose concerns to belong are made salient. Studies 4–6 further showed that respect only influenced reactions among those who have strong concerns for reputation. It is concluded that respect communicates information relevant to people’s identity concerns—i.e., inclusion and reputation. http://repub.eur.nl/res/pub/14995/ 2005-06-01T00:00:00Z The present research examined the process underlying the effect of procedural fairness on cooperation. It was predicted that fair procedures have a positive effect on cooperation, and that the psychological process of self-other merging (between the group authority and the group member) mediate this effect. Results from a scenario experiment, and a cross-sectional survey supported these predictions. It is concluded that procedural fairness engenders cooperation because it enhances the process of self-other merging between the group authority and the group member. The importance of including the behavioral notion of cooperation into procedural fairness theories is discussed with particular relevance to social decision making.