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Management control systems (MCS) are designed to achieve the greatest possible goal congruence, where people pursue personal goals that conduce to the organizational goal. Use and design of MCS are crucial aspects for achieving goal congruence, but they are thought to be contingent to specific external situations. We attempt to analyse that justice in the design and fairness in the use of MCS are required to achieve specific levels of goal congruence independently of the situation.We derive that there are two stable types of goal congruence, labeled maximum goal congruence (where the MCS design is just and the user is just) and minimum goal congruence (where the MCS design is unjust and the user is unjust); and two unstable types of goal congruence, in which goal congruence is occasional (unjust MCS design used justly) or perverse (just MCS design used unjustly).

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Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.