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Abstract Psychological contract and organizational justice theories are used in the management literature to describe the relationship between employees and employers. Provides an exploratory study that applies these theories to strategic partnerships between buyers and suppliers, drawing on logistics examples. Uses empirical data from a survey to illustrate where such relationships are working well, and where potential problems lie. Uses psychological contract and organizational justice theories to explain the implications of problem areas in partnerships, as well as to suggest possible solutions.
Blancero et al. (1997) studied this question.