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Abstract

This study explores organizational justice perceptions of IS development project team members. Specifically, the effect of justice perceptions on efficiency, effectiveness, and elapsed time outcomes of IS development projects is studied using a survey method. The study uses three subscales of organizational justice, distributive, procedural and interactional, that are well known in the general management literature. The findings indicate that both distributive and interactional justice perceptions of team members positively influence the effectiveness and efficiency and procedural justice perceptions positively influence the efficiency and elapsed time outcomes of IS projects. We found that there is no moderating influence of employee type – whether the team member is in house or contract employee – on these relationships.

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