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Purpose – The purpose of this paper is to test the mediating effect of organizational identification (OI) in the relationship between organizational justice and organizational citizenship behavior (OCB), and also to examine the moderating effects of transactional and relational contracts in the relationship between OI and OCB. Design/methodology/approach – Data were collected from employees working for ten companies in South Korea. The participants were asked with a self-reported survey, and 284 questionnaires were used in the analyses. Findings – Among the three types of organizational justice, the effects of distributive and interactional justice on OCB were mediated by OI. The authors also found that the positive relationship between OI and OCB was stronger for both a low level of transactional and a high level of relational contract. In addition, the moderated mediation analyses confirmed that the indirect relationships between distributive, interactional justice and OCB through OI were valid for both high and low level of transactional contract, and only for low level of relational contract. Practical implications – To facilitate employees’ OCB, organizations have to pay adequate attention to distributive justice which is rather neglected, and also must understand what types of psychological contract employees have. Originality/value – This study intensively explored the internal mechanism as to how the different types of organizational justice lead to OCB by identifying the mediating effect of OI and moderating roles of psychological contracts.

Under turbulent environmental changes during the pandemic, organizational sustainability requires employees of all levels to perform innovative work behaviors in their daily jobs. Since virtual work environments could deteriorate the quality of collaborative interactions and interpersonal bonds among employees, organizations need to create more relation-focused contexts to trigger innovative behaviors from people. This study aims to explore the influence of supervisors’ relational leadership on the contexts in which subordinates are drawn to innovative work behaviors. Particularly, this study explains the process of this relationship by considering the psychological contract construct as the mediating variable, assuming that the social exchange between employees and the organization influences their decision to perform innovative behaviors. A total of 237 newcomers from a Korean conglomerate participated in the study, and surveys were conducted at two time points for the same participant to detect changes over time. The results showed that the perception of supervisors’ relational leadership was positively related to employees’ performance in innovative work behaviors over time. This relationship was partially mediated by an individual’s perception of employee promises, implying that a sense of obligation towards the organization could be an essential condition for innovative work behaviors. The theoretical and practical implications are discussed.

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