Abstract

Prior research has documented inconsistent results in terms of the process–outcome interaction. In order to clarify the inconsistencies, we propose a three-way interaction effect model based on sense-making perspective to clarify when distributive and procedural justice interaction influences contextual performance. Multisource data were collected from 212 hospitality employees. Hierarchical regression analyses were conducted to test the hypotheses. The results showed that distributive justice, procedural justice, and organizational crisis management interact jointly to influence contextual performance. Specifically, the distributive justice had more of a negative impact on employee contextual performance when procedural justice was high rather than low. This pattern was most pronounced for employees who perceived the low organizational crisis management. Theoretical and practical implications are also discussed.