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Several years since the introduction of systematic review in management research, our paper takes stock of how the methodology has been used thus far to elicit potential areas for improvement and a future best practice agenda. It was our focus to investigate how synthesis methods have been approached and how implications are spelled out for future research, practice and, where relevant, policy. To address this, we conducted a systematic review of systematic reviews published in management research since the early 2000s (N = 391). We found that whilst scholars adopted similar methodological steps, there was variability in focus, with more attention paid to explaining the systematic review methodology protocol and search strategy utilized, than on detailed analysis and synthesis of the included studies’ findings. These aspects should be addressed more explicitly from the outset as an integral aspect of a systematic review protocol to support more refined application of relevant synthesis methods to develop the field. We conclude with a guide for ‘best practice’, including recommendations and published examples where available and an agenda for future refinement.

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The present study examined possible links between elements of perceived procedural justice, global fairness perception and attitudinal measures in a review/ development context. Organizational justice and possible correlates were reviewed resulting in four hypotheses. Data was collected from 132 employees of the UK arm of an international new media agency via a web-based survey. It was found that a psychometric instrument based on Gilliland's (1993) ten rules of procedural justice proved a valuable framework in a review and development context once condensed to a smaller number of factors. Of these, two factors relating to Interpersonal Effectiveness and Formal System Characteristics respectively were found to be of importance in predicting fairness ratings of the development process. The impact of 360-degree feedback on procedural justice perceptions was also examined in between group comparisons. Implications for further research into development techniques using organizational justice frameworks and recommendations for practice were discussed.

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