Academy of Strategic Management Journal (Print ISSN: 1544-1458; Online ISSN: 1939-6104)


Organizational Justice and Employees Knowledge Sharing Behavior in Pakistan: Moderating Effect of Perceived Organizational Support

Author(s): Abdul Majeed, Iqra Shahzadi, Javariya Javed, Adeel Jahangir, Abdul Rasheed

This study aims to investigate the impact of organizational justice (distributive, procedural, interactional) and organizational commitment on employees’ knowledge sharing behavior by applying the equity theory in emerging countries, particularly Pakistan. Also, this study investigates the moderating effect of perceived organizational support on the studied relationship. The data were collected from 365 employees of service sectors such as the telecommunication organizations in Lahore, Pakistan, using a self-administered questionnaire. The study used the quantitative method to test the theoretical model and proposed hypotheses empirically. The empirical results of partial least square structural equation modeling (PLS-SEM) revealed that procedural justice and organizational commitment positively impact knowledge-sharing behavior. However, distributive justice and interactional justice were found insignificant with knowledge-sharing behavior. Next, the moderating effect of perceived organizational support significantly influences the association between distributive justice, interactional justice, organizational commitment, and knowledge sharing behavior. The findings of this study may help the organizations to improve employees’ commitment to the firm by ensuring fairness in procedures and resources. Likewise, it may help managers to create a sense of equality among employees, resultantly they share their knowledge and experience with team members as well as with other personnel of the organization.

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