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This study seeks to apply a dual-processing model to understand how ethical leadership prohibits employee unethical behavior through both employee deontic justice and distributive justice.

A survey research was conducted with 62 supervisors and 244 subordinates of 17 firms collected at 2 time points separated by approximately 3 weeks in People's Republic of China.

A multilevel modeling analysis was used to test the dual-processing model. The results showed that both employee deontic justice (moral intuition process) and distributive justice (deliberate reasoning process) significantly mediate the negative relationship between ethical leadership and employee unethical behavior.

As traditional ethics-training approaches mainly focus on developing the deliberate decision-making process driven by distributive justice, the authors' dual-processing model suggests that moral intuition led by deontic justice is equally important and could significantly inhibit employee unethical behavior. Applying the proposed dual-processing model in the ethics training can enhance the effectiveness of employee moral training.

Previous studies have studied the deliberate reasoning process and moral intuition on employee unethical behavior independently. This study contributes to the current literature by a comprehensive dual-processing model which demonstrates equal impact of employee deontic justice and distributive justice led by ethical leadership on the inhibition of employee unethical behavior.

In this chapter, we posit that identity integration, an individual difference variable measuring the degree to which multiple and disparate social identities are perceived as compatible, moderates the relationship between team diversity and innovation. Prior research shows that individuals with higher levels of identity integration exhibit higher levels of innovation on tasks that draw from identity-related knowledge systems. In this chapter, we extend this research to examine how innovation can be increased in cross-functional teams. We propose that reinforcing the compatibility between functional identities within a team facilitates access to functionally unique knowledge systems, which in turn increases team innovation.

One interesting and unequivocal theme across the chapters is that everyone in teams, not just minority members, is affected by the group's composition – whites and blacks, men and women, and those who are experienced as well as inexperienced. Further, though there is evidence that minority members may be more affected than majority members (both positively and negatively – see, e.g., Chatman, Boisnier, Spataro, Anderson & Berdahl, in press), it is clear that majority members are influenced by group composition as well.

The purpose of this paper is to present the landscape of the cash-per-publication reward policy in China and reveal its trend since the late 1990s.

This study is based on the analysis of 168 university documents regarding the cash-per-publication reward policy at 100 Chinese universities.

Chinese universities offer cash rewards from USD30 to USD165,000 for papers published in journals indexed by Web of Science, and the average reward amount has been increasing for the past ten years.

The cash-per-publication reward policy in China has never been systematically studied and investigated before except for in some case studies. This is the first paper that reveals the landscape of the cash-per-publication reward policy in China.