International Journal of Research Studies in Management
CollabWritive Special Issue
2025 Volume 13 Issue 7
Available Online: 20 September 2025
Author/s:
Wang, Haiqing
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
This study explores in depth the dynamic relationship among organizational justice, cultural organizational change, and managerial employees’ sense of belonging, with the ultimate goal of developing an Enhanced Organizational Citizenship Behavior (OCB) Framework within the context of China’s commercial aerospace industry. Rooted in the rapidly evolving environment of science and technology enterprises in Beijing, the research recognizes the strategic importance of fair organizational practices and inclusive culture in enhancing employee alignment and discretionary behaviors during cultural transformation. Drawing on a sample of 412 managerial employees through a structured survey method. Results revealed that all four dimensions of organizational justice—distributive, procedural, interactional, and informational—were positively perceived by respondents and significantly correlated with cultural change components including innovation, consistency, and adaptability. The strongest correlation was observed between interactional justice and cultural innovation (r = .910, p < .001), indicating the crucial role of respectful, transparent managerial interactions in fostering cultural renewal. Moreover, the study found a highly significant relationship between organizational justice and the sense of belonging, particularly in the dimensions of competence and perception. Informational and interactional justice demonstrated the strongest impact on belonging dimensions (r > .70, p < .001). Similarly, cultural organizational change—especially cultural adaptability—was strongly linked to employees’ sense of belonging, underscoring the role of agile, responsive organizational culture in fostering employee identification and engagement. The integration of these findings culminated in the formulation of a practical and theoretical Enhanced OCB Framework, which outlines how fairness in management practices and strategic cultural evolution directly contribute to strengthening employee belongingness and discretionary contributions. The study thus offers both a significant theoretical contribution to organizational behavior literature and valuable practical insights for science and technology enterprises undergoing transformative change.
Keywords: organizational justice, cultural organizational change, sense of belonging, Organizational Citizenship Behavior (OCB), managerial employees, aerospace enterprises, China
DOI: https://doi.org/10.5861/ijrsm.2025.25101
Cite this article:
Wang, H. (2025). Organizational justice, sense of belonging, and cultural organizational change: Basis for enhanced organizational citizenship behavior framework. International Journal of Research Studies in Management, 13(7), 45-60. https://doi.org/10.5861/ijrsm.2025.25101