Organizational Justice as Anticolonial Intervention: Intersectional and Intercultural Approaches

ABSTRACT Organizational justice scholarship has made significant contributions to advancing our knowledge of subjective perceptions of justice and their influences on work‐related outcomes. However, the extant scholarship has failed to challenge unjust organizational structures, cultures, and practices by taking dominant ideologies for granted. In this review, we problematize the organizational justice scholarship to reveal (a) how its conceptualization, operationalization, and outcome investigations fail to capture the role of power and hegemony in constituting organizational (in)justice; and (b) how it has treated cultural and intersectional differences as monolithic variables or demographic categories, thus erasing the power disparities between dominant and marginalized groups. Ironically, organizational justice research has made little contribution to addressing injustice that minoritized and marginalized groups face in organizations. As one way to tackle such limitations, we introduce intersectional and intercultural frameworks to further cultivate the potential to engage with organizational injustice and decenter colonial assumptions. Building on critical perspectives, we also propose future research directions that could advance organizational justice scholarship. We call for anticolonial organizational justice research that could serve as theoretical and practical interventions to support human flourishing without upholding neoliberal and promanagement agendas.