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The Neuroscience of Organizational Behavior establishes the scientific foundations of organizational neuroscience, a nascent discipline that explores the neural correlates of human behavior in organizations. This timely and insightful book draws from several disciplines including the organizational sciences, neuroeconomics, cognitive psychology, social cognitive neuroscience and neuroscience to review the neuroscientific methods and techniques that organizational scholars can use to study the neural basis of organizational behavior. The topics discussed include the neural foundations of decision-making, leadership, fairness, trust and cooperation, emotions, ethics and morality, unconscious bias and diversity in the workplace. Organizational neuroscience can provide valuable insights for organizational scholars to develop new theories, refine existing theories, ask new questions or reformulate old questions.^This book will not only serve as a resource for scholars and graduate students studying organizational behavior, it could also provide guidelines to managers in helping them to better understand and manage employees and organizations. The Neuroscience of Organizational Behavior establishes the scientific foundations of organizational neuroscience, a nascent discipline that explores the neural correlates of human behavior in organizations. This timely and insightful book draws from several disciplines including the organizational sciences, neuroeconomics, cognitive psychology, social cognitive neuroscience and neuroscience to review the neuroscientific methods and techniques that organizational scholars can use to study the neural basis of organizational behavior. The topics discussed include the neural foundations of decision-making, leadership, fairness, trust and cooperation, emotions, ethics and morality, unconscious bias and diversity in the workplace.^Organizational neuroscience can provide valuable insights for organizational scholars to develop new theories, refine existing theories, ask new questions or reformulate old questions. This book will not only serve as a resource for scholars and graduate students studying organizational behavior, it could also provide guidelines to managers in helping them to better understand and manage employees and organizations

ABSTRACTIn this article, we develop an interorganizational justice model to explain cross‐border interorganizational relationships. The model contends that cultural distance (construed as the cultural differences between offshoring partners) would influence behavioral uncertainty and the boundary spanners' perceptions of justice. Specifically, the model predicts that high levels of behavioral uncertainty are likely to reduce relational commitment, whereas low levels of behavioral uncertainty are likely to enhance relational commitment. However, boundary spanners' perceptions of distributive, procedural, and interactional justice would mitigate the negative impact of behavioral uncertainty on relational commitment. The model also predicts that culturally similar boundary spanners would be more likely to share similar perceptions of distributive, procedural, and interactional justice than culturally dissimilar boundary spanners. This model has implications for further theoretical discussion and empirical research as well as management practice. Managers could use the interorganizational justice model to assess shared perceptions of justice among boundary spanners and develop transcultural justice competencies.