5 Social Business Trends Influencing the Future of Work

Alan Lepofsky

Vice President & Principal Analyst
Constellation Research

Alan Lepofsky - VP and Principal Analyst, Constellation Research. With almost two decades of experience in the collaboration software industry, Lepofsky helps organizations improve the way their employees work together to get their jobs done. Lepofsky’s primary research area The Future of Work, focuses on: integrating collaboration and business processes (Purposeful Collaboration), structuring work via Social Task Management, leveraging analytics and digital assistants to work more productively, the strategic impact of mobile computing on business transformation, and measuring workforce culture based on Digital Proficiency instead of age. Twitter: @alanlepoLinkedIn: https://ca.linkedin.com/in/alanlepo     , Title: Big IdeasIntelligent Collaboration: The Intersection of…...

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A confluence of trends is influencing the way we work today. Just take a look around you: advances in cloud tech, analytics, and UX translate to advances in the social workplace by improving collaboration, time and task management, and productivity tools. Welcome to the Future of Work.

In the short video below, Alan Lepofsky identifies five major technology trends influencing the social workplace. 

5 Major Trends Influencing the Future of Work - social

1. Moving to the cloud
2. The intersection of productivity and analytics
3. Digital assistants
4. Micro apps, 'lighter-weight' apps
5. Aggregation of content and people from multiple sources onto digital canvases

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?5 Major Trends Influencing the Future of Work - social

Five Future of Work Trends - Social Business from Constellation Research on Vimeo.

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Totango: Customer Success Management for a Post-Sale, On-Demand, Attention Economy (Part 1)

Vice President and Principal Analyst, Constellation Research
Constellation Research

Role: Vice President and Principal Analyst focusing on the IOT of Customer Experience and how the cloud is driving more flexible, agile, and robust customer service and customer experiences. In-app or in device customer service is the future. Coverage Areas: Next Generation Customer, Digital Marketing Transformation Bio: As a Vice President and Principal Analyst at Constellation Research, Inc, Petouhoff works with Fortune 100 and 500’s Senior Leadership teams to create strategic customer experience (marketing, sales and service) solutions which engage customers, build brands and grow businesses. Combining her experience as a former Forrester software analyst, PWC systems integrator and change management consultant, Petouhoff leads executive workshops to discuss to not only…...

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Buyer’s Guide for Customer Success Management: Totango I’m in the process of writing profiles of vendors in the customer success management industry. These vendor profiles are a tool for buyers to evaluate their customer success management options before selecting a vendor. In addition to an overview of the vendor, these documents identify key differentiators, product offerings, and provide a number of features that should help a client create short list when determining which vendor to put on out an RFI or RFP.  The first vendor I profiled is ServiceSource®.

This post is about Totango. If you’d like a peek at the table of contents for this report and an excerpt, along with the full report, you can find it here.

Executive Overview: Totango Customer Success Management
Totango, a vendor of cloud software for Customer Success Management (CSM), was founded in Israel and later moved its headquarters to Silicon Valley. Today, it maintains two offices, one in San Mateo, California and one in Tel Aviv, Israel. Guy Nirpaz leads the company as CEO and co-founder. Prior to starting Totango, he worked in the area of real-time Big Data as executive vice president of engineering at GigaSpaces Technologies, a middleware provider. He also worked as chief architect at Mercury Interactive, part of the Hewlett Packard software division.

What Does Totango Do? With subscription and recurring revenue models on the rise in software, Totango helps clients improve product adoption and advocacy, reduce customer churn, and maximize customer lifetime revenue. Today’s cloud businesses have unprecedented data and visibility into user behavior and the business results achieved by their customers. Totango monitors this data to eliminate the guesswork when it comes to understanding customer health and engagement.

What Are the Benefits of Using Totango? Using Totango, companies can pinpoint at-risk accounts that need attention; spot opportunities to increase user engagement and boost revenue; and then formalize and implement customer success best practices to scale up customer success operations across a growing customer base.

What Companies Currently Use Totango? Totango is used by some of the fastest-growing technology companies, including public companies like Zendesk and Autodesk; mid-stage companies like BigCommerce and Jobvite; and innovative startups like Optimizely and Mixpanel.

Category Overview of Customer Success Management

Before the opt-in economy, many businesses focused on the initial sale. Organizations spent a significant amount of money on advertising and marketing to potential prospects. The goal – enticing them to convert from a lead to a sale. Despite decades of research showing that after-sales service directly affects the financial stability of a company, organizations paid little attention to the after-sale experience and financial longevity of the client. Consequently, organizations never should have spent millions, or in some cases, billions of dollars in advertising, marketing and sales to then drive the customer to a competitor when the after-sales service experience was horrible. Yet, poor after-sales service occurs every single day in many, many companies.

What is Customer Success Management? Customer Success Management (CSM) is based on the ability to deliver a consistent customer experience process – before, during, and in particular, after the sale – which results in maximized customer lifetime value and enhanced revenue that leads to increased margins and profits. A shift to CSM happened because we live in a continuous, opt-in economy, where the value of customers is determined by how long they stay customers and if they continue to increase their purchase amounts over time. Because of our opt-in economy, companies must prepare themselves to deliver great, continuous and consistent customer experiences.

Why Has Customer Success Management Become Such a Big Deal? This seismic shift to a post-sale, on demand, attention economy transforms the value exchange among customers, partners, suppliers, and brands. And as organizations move to digital business models, CSM plays a critical role in enabling brands and organizations to keep and deliver their brand promise as well as enhance their bottom line.

My POV: How to Choose a Customer Success Management Vendor: When choosing the best option for CSM software for your organization, the choice will depend on the business goals of CSM initiatives, the degree to which CSM has been integrated into your culture and how well employees have adopted this mindset. It may be that some organizations will be further along the adoption cycle, while others will need internal champions to encourage and enforce the use of customer success software, processes and best practices. It’s never been more important make sure that customers are happy not only when they buy the software, but also after they have bought it. Otherwise, in this opt-in economy, clients may opt out of using a vendor, to look for a vendor that can deliver on their promise of great customer experience, increased revenue and decreased costs.

@DrNatalie, VP and Analyst Principal Analyst

Mintigo: Advanced Predictive Analytics for Marketers

Vice President and Principal Analyst, Constellation Research
Constellation Research

Role: Vice President and Principal Analyst focusing on the IOT of Customer Experience and how the cloud is driving more flexible, agile, and robust customer service and customer experiences. In-app or in device customer service is the future. Coverage Areas: Next Generation Customer, Digital Marketing Transformation Bio: As a Vice President and Principal Analyst at Constellation Research, Inc, Petouhoff works with Fortune 100 and 500’s Senior Leadership teams to create strategic customer experience (marketing, sales and service) solutions which engage customers, build brands and grow businesses. Combining her experience as a former Forrester software analyst, PWC systems integrator and change management consultant, Petouhoff leads executive workshops to discuss to not only…...

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Being able to make better use of your Marketing leads is the difference between closing deals and not. One of the most important aspects of  marketing is to be able to have better discernment around the leads. And one way to understand which leads are really important and which would lead to more realistic conversion requires more than traditional lead scoring. And that’s where Mintigo comes in.

Not Your Grandfather’s Predictive Analytics: Using the power of predictive analytics, Mintigo discovers your ideal customer profile, targets the prospects with the highest propensity to buy, and engages them with the right message through the right channels. Mintigo predictively scores and segments all potential prospects, even the ones a company hasn’t engaged yet. There’s no faster way to prioritize a company’s leads, tackle new markets, and cross-sell new products.

What’s the Difference Between Regular Lead Scoring and Mintigo? Mintigo provides predictive analytics for both Marketo and Eloqua. So that leads one to question, “What is different between traditional lead scoring and the lead scoring that Montigo provides?” The difference? Mintigo improves lead scoring and enriching lead records with insightful intelligence derived from the public web, social networks, and third-party databases.

Data includes thousands of attributes such as technologies in use, social influences, department sizes, and firmographic data. Most traditional lead scoring is just based on firmographic data. But with Mintigo, each lead is scored using predictive lead scoring to identify prospects with the highest propensity to buy. Companies need to know what is the profile of their ideal buyer? Who are the prospects most likely to buy? Which messages will get their attention?

Knowing More Accurately Who Will Buy: Mintigo Predictive Lead Scores and the attributes that make up your CustomerDNA flow seamlessly into your marketing automation and CRM software such as Eloqua, Marketo and Salesforce.com. As a result, a company’s sales team will always know which leads are most likely to buy and why.

Mintigo’s Predictive Marketing Platform analyzes a company’s marketing automation and CRM data to discover a distinct customer profile for each product. Mintigo then assigns a predictive lead score to each prospect in that business’s marketing funnel for each product. As a result, the company knows which products fit which customers and so they can provide the most relevant offers and messages in their campaigns. Here’s what Mintigo’s customers are saying.

What type of lead scoring does your company use? Traditional? Or one that brings more than firmographic data to the sales team? For more resources from Mintigo, check these out.

@DrNatalie, VP and Principal Analyst, Constellation Research

The Cloud. Next Gen Apps. The Future.

Director of Customer Programs, Constellation Research
Constellation Research

Carole oversees the Constellation Executive Network, an executive community for innovative senior leaders who value strategic guidance from trusted advisors who understand the power of disruptive technologies. Carole brings over 15 years of marketing, strategic account management, and operations experience, specializing in high technology and professional services. She holds a BA from Santa Clara University and a MBA from Thunderbird, School of Global Management.     ...

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If you’re like most executives who play some type of role in technology selection as an influencer or as a buyer, what keeps you awake at night, aside from the current free fall of stock prices, is trying to make the right choices in regards to technology that are going to help you build momentum quarter over quarter, but also ensure that your business is well positioned for the long haul. According to the New York Times, “keep calm and carry on” seems to be the prevailing sentiment in their latest article covering stock market advice, but it’s still early, so time will tell. 

Disruptive technologies provide just as much opportunity as it provides headaches to those of you who don’t know which are the right ones to leverage for your business. The mindset for a newly minted startup varies so much from an established business that needs to make complex decisions in terms of whether or not to keep certain legacy systems in place, acquire hybrid solutions, or brave the idea of starting fresh, by implementing entirely new systems and still focus on keeping the lights running at night. 

"What’s important to know is how businesses are changing, how they’re affected by technology, and where they will be in 2020” states Holger Mueller, our resident expert on the cloud and next generation applications. If you want to know what you can take advantage of in the near future, find out more about what Holger believes and see if you agree from this webinar replay - The Cloud: 2015 & Beyond. 
 

*Special note: Access to this webinar is reserved for Constellation Executive Network and Research Unlimited members. If you're not already a member, just click on one of those links for the next step.

Mapping Organizational Design: Part One

Terri Griffith

Professor/Author/Speaker
Simon Fraser University

Terri Griffith holds the Keith Beedie Chair in Innovation and Entrepreneurship at Simon Fraser University’s Beedie School of Business. She spent two decades in the Silicon Valley and, in 2012 was honored as a Woman of Influence by the Silicon Valley Business Journal. Terri helps her students and their organizations accelerate performance and prepare for the futures of work. Through her speaking, writing, teaching, and research, she brings evidence-based leadership and innovation to high-tech, education, and global agribusiness organizations. She inspires and coaches groups on negotiating change and uniquely mixing existing and new capabilities. Her most recent work uses a “bottom-up” approach to automation, including artificial intelligence. Her award-winning book, The Plugged-In Manager:…...

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When I first starting teaching the MBA course, “Organizational Analysis and Design,” I went in search of a tool to offer the students as they learn to describe organizations and think about organizational redesign. I’ve generally had the students read some version of Jay Galbraith’s work (Galbraith Star Model) and pieces of Nadler and Tushman’s “Mapping organizational Terrain.” One of the first things we do is look at the two models and think about how they fit in the students’ organizations. Quickly it’s clear that these models were written when technology was considered more like plumbing and less like a strategic opportunity for organizational design (or possible ways to augment or fully-substitute for human work).

Adding Technology to Traditional Organizational Design Frameworks

Organization design’s goal is to support the strategy of the organization. Give me a strategy and we can work out a design. Galbraith and Nadler and Tushman are foundations, but we need something that matches modern organizations, while is still basic enough to have top of mind for evaluating or creating thoughtful proposals, making sure you don’t let a particular dimension get dropped from discussion, or getting your thoughts together for an unexpected job interview.

My students and I end up drawing this image almost every class session. For shorter courses, like my sessions in the 21st Century Management program, I give them a stack of templates. At some point I break out one of my Skwish toys to demonstrate interconnections across different organizational design dimensions.

I’m now going to turn this post over to past student, Shandon Fernandes, for the real story:

From a Student’s Perspective

Star Framework Dimensions

• People – Psych 101 material. How do people behave (whether or not they are in an organizational setting)? People generally like rewards and don’t like punishments. Different generations may have different preferences.
• Process – This dimension allows for an evaluation of organizational policies. Hiring, performance, pay, training, any policy or procedure, big or small.
• Technology – Technology forms a crucial and inevitable part of the STAR Model. Technology has not only transformed the nature of and specializations of jobs but offers organizations an effective tool to evaluate and transform their operations when used appropriately. Ranges from the kind of office furniture you have to electronic communication to robots and artificial intelligence.
• Structure – Structure lays out the location of decision-making and authority. This is where team-based strategies and org charts are considered.
• Context -- Context is the linking point to many other MBA courses. Is this an international business or a local one? Is the market trending up or down? 

Don’t Change Everything All At Once

Terri adds: You also want to avoid trying to change everything all at once, either when playing with a Skwish or implementing all encompassing enterprise software -- I use FoxMeyer’s failure an example.

End of Part One

In Part Two, Shandon applies the star framework to a recent customer experience. Terri and Shandon work out some possible improvements and demonstrate using the template.

Shandon Fernandes is a currently pursuing an MBA at Santa Clara University and is specializing in Leading Innovative Organizations. A Political Science graduate, Shandon has always had an interest in the structure and functioning of government organizations. She has previously served as a Research Officer for a Diplomatic Mission in Mumbai.

My Mistakes: Awareness of Your Surroundings

Russell Scibetti

Founding Editor, The Business of Sports
The Business of Sports

My name is Russell Scibetti and I have an extensive background in sports business, including CRM and database marketing, interactive and digital marketing, social media, corporate sponsorships and activation, and applied market research. From 2007 to 2014, I worked for Arizona State Athletics, Comcast-Spectacor (Philadelphia Flyers) and the New York Jets to manage and implement CRM, database marketing, market research and other technology-based sales and marketing initiatives. In 2014, I joined KORE Software as their VP of Product Strategy, where I am responsible for the strategic vision, planning and development of the KORE ProSports Ticketing, Sponsorship and Suites/Premium software products. I earned my MBA in Sports Business from the W.P. Carey…...

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Sometimes the greatest lessons can come from our mistakes. The only problem with this is that most people aren’t comfortable talking about their mistakes, which minimizes the opportunity for others to learn. With this in mind, I am going to occasionally write a column called “My Mistakes” where I will share an experience from my career where I failed in the hope that others can avoid similar mistakes. If anyone else is interested in sharing a mistake in a future column, please let me know.

For today’s mistake, I am going to revisit a situation where there was a sales contest going on among one of our ticket sales teams, and I was running some revenue reports to check on the department’s progress. I overheard a sales manager tell their team members that they had hit the group’s revenue goal and as such, everyone was going to receive a bonus on their next check. However, in the process of running my reports, I knew that this wasn’t true.

I was head-down in the middle of my work, when I decided to shout across the room, “Actually, that’s not true” in a matter-of-fact tone. I wasn’t trying to be critical or negative, I was merely trying to correct a mistake, which as a numbers-oriented person is my natural instinct. When the sales manager walked over to my desk to ask about my comment, I calmly went into the reports, showed them the sales numbers, and explained why they the numbers they had pulled from the ticketing system weren’t correct (essentially there was a price code included that should not have been). It was a fairly short conversation, and I didn’t think much of it. The manager walked away and I kept working on my reports.

However, a couple of hours later as I was driving home, I got a pretty upset call from that manager. What I had failed to realize in my effort to provide accurate information was that I had completely undercut the manager’s chain of communication right in front of their staff. I publicly called them out for a mistake, which could impact their credibility with staff in the future, especially around a topic as important as achieving a team sales goal and performance bonuses.

We spent the next half hour talking about the situation and identified that the issue wasn’t about correcting the mistake, but about not being aware of how correcting it in front of the staff could be received. Some of you may think this seems like nothing to get upset about, but the dynamic between a manager and their staff is very important. We decided that if this situation arises in the future that a better option would be to step into a side room, review the numbers, and them decide the proper communication with staff.

Additionally, I think this is an important lesson for those of you that are very data and numbers oriented. Sometimes the biggest challenge you will face isn’t in “running the numbers” but in how you present your analysis with other staff members. Remember that being right isn’t always enough.

Don Tapscott Speaking at Constellation's Connected Enterprise

Don Tapscott is a leading authority on the impact of technology on society is speaking at Connected Enterprise! Tapscott was an early proponent of the digitally-enabled collaborative workplace (1978), and among the first to write about the digital revolution. Tapscott's presentation at TEDglobal, "Four principles for the open world", identifies four principles that can transform our increasingly 'open' world into a better place.     

Peer into our digital future as Don Tapscott reveals what lies ahead for our digital society. 

About Don Tapscott

Don is one of the world’s leading authorities on innovation, media, and the economic and social impact of technology and advises business and government leaders around the world. In 2013,Thinkers50 ranked Don fourth among the world’s most influential management thinkers and was awarded the Global Solutions Award for launching and leading the Global Solution Networks program based at the Rotman School of Management, University of Toronto.

He has authored or co-authored 15 widely read books including the 1992 best seller Paradigm Shift. His 1995 hit The Digital Economy changed thinking around the world about the transformational nature of the Internet and two years later he defined the Net Generation and the “digital divide” in Growing Up Digital. His 2000 work, Digital Capital, introduced seminal ideas like “the business web” and was described by BusinessWeek as “pure enlightenment.” Wikinomics: How Mass Collaboration Changes Everything was the best selling management book in 2007 and translated into over 25 languages.

In his forward to Don’s newest book, The Digital Economy: 20th Anniversary Edition, Eric Schmidt (Executive Chairman, Google) wrote: “Don remains one of the most perceptive thinkers about the way technology is transforming business and society. Several of his predictions—from networked intelligence to the demands on leaders to embrace technology — have taken permanent hold.” Over 30 years he has introduced many ground-breaking concepts that are part of contemporary understanding. His work continues as CEO of The Tapscott Group, a member of World Economic Forum, Chancellor of Trent University, Adjunct Professor of Management for the Rotman School of Management at the University of Toronto and Martin Prosperity Institute Fellow.

Session Information

November 4, 2015 1:30 - 2:30 p.m.

Looking Back at Twenty Years of the Digital Economy to Predict the Future of Digital

How to Get Your Board Onboard with Digital

Gavin Heaton

Founder
Disruptors Co

Gavin is the Founder of Disruptors Co, one of Australia’s leading independent strategy and innovation companies. Gavin advises firms on strategy, marketing, product development and innovation. He is also a member of the Orbits program, the influencer network of award winning analyst and advisory firm, Constellation Research. Gavin advises boards and leadership on innovation strategy, marketing, data-driven product development and corporate venturing. Gavin is on the board of Vibewire, a youth-led social enterprise based in Sydney, Australia and on the Technology Advisory Group for Good2Give – the workplace giving platform. ...

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While I am not proposing that Boards need a deep understanding of digital, there does need to be a rebalancing. In an era when the world’s most valuable and profitable companies are “digital first”, Australia cannot compete while 91% of our Board directors languish in a 20th Century mindset. IBM’s Global Managing Partner for Social Consulting, Andrew Grill explains this as lacking “digital literacy”. In a recent BlueNotes article he suggested:

… the issue of digital literacy remains, in my opinion, a much more important issue than it was back in 2001.

In 2015 it has the ability to affect the stock prices of publicly listed companies in the short to medium term if left unchecked …

I see firsthand how companies are struggling to ensure the C-Suite can quickly grasp the impact of digital disruption being felt across all industries. Digital disruption is not just around the corner, in many industries it is already here.

Australia has a history of downplaying the importance of digital transformation and innovation. But the clock is ticking and the threat of digital disruption is real.

32% of revenue is at risk over the next five years due to #digitaldisruption
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At a recent MIT symposium, it was estimated that 32% of revenue is at risk over the next five years due to digital disruption. Furthermore:

One panelist went so far as to suggest that companies won’t exist in 10 years if they focus only on “traditional products.” The way forward, he suggested, is to offer products and related services enabled by digital technologies.

Digital Natives, Reverse Mentoring and Digital NEDs

Having been Chair of youth not-for-profit organisation, Vibewire, for about seven years, I have seen first-hand, the massive changes in the way that young people, think, act and work – especially in relation to digital and social media. Close collaboration with digital natives – those who were born after 1980 and have always had access to the internet – can be eye opening. But also informing and enriching. It can transform the way that you work – if you are open to it.

This is where “reverse mentoring” comes in. More senior executives and Board members can be paired up with younger employees where cross-skilling and mentoring can take place. This can be a two-way experience – where each person’s experience and skill is honoured – and new experiences and skills developed.

But how do these skills reach the Board? Andrew Grill suggests engaging digitally savvy non-executive directors. Qantas has adopted this approach, appointing ad agency boss, Todd Sampson to their Board earlier in 2015. The question, of course is, how do you spot a digital NED? Here are some pointers (hat tip to Andrew):

• Identify someone who understands the urgency and speed of change that is taking place
• Look for those who understand the complex workings of the enterprise and can translate this to digital
• Seek experimenters and those with a degree of hands-on experience.

Diversity, Transparency, and Accountability

Terri Griffith

Professor/Author/Speaker
Simon Fraser University

Terri Griffith holds the Keith Beedie Chair in Innovation and Entrepreneurship at Simon Fraser University’s Beedie School of Business. She spent two decades in the Silicon Valley and, in 2012 was honored as a Woman of Influence by the Silicon Valley Business Journal. Terri helps her students and their organizations accelerate performance and prepare for the futures of work. Through her speaking, writing, teaching, and research, she brings evidence-based leadership and innovation to high-tech, education, and global agribusiness organizations. She inspires and coaches groups on negotiating change and uniquely mixing existing and new capabilities. Her most recent work uses a “bottom-up” approach to automation, including artificial intelligence. Her award-winning book, The Plugged-In Manager:…...

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In my last post, I focused on the value of transparency for getting work done. Transparency can also have a broader effect. In a recent peer-reviewed study in the journal Organization Science, Emilio J. Castilla looked at merit-based rewards for almost 9,000 employees before and after changes related to transparency were implemented. Before accountability and transparency tactics were put in place, women and underrepresented groups had lower pay unexplained by differences in performance or position. After transparency and accountability practices were implemented, the gap went away. My take, supported by over 30 years of research in my field, is that given information, managers do the right thing. Without information, bias can creep in.

Diversity Context

This is timely, important research and especially interesting from my Silicon Valley location. The graph below shows 2014 data from the top tech companies. To their credit, they share this data voluntarily and it has focused attention on the problems for women and underrepresented groups. Apple recently reported their 2015 data, though with little change showing up yet. Slack, Pinterest, and Airbnb are all working with Paradigm, a startup focused on helping change these numbers. 

Graph from VentureBeat

I’m very interested in the internal accountability and transparency in these companies. Google has been in the spotlight around a spreadsheet Erica Baker, then a Google employee, created for Googlers to share information about their pay. The data raised questions about pay equality. She received great support from her peers, but not always from management. In later reports, Google told reporters that “employees are welcome to share information about salary if they choose.” What if such a spreadsheet were part of standard practice? Gender wage gaps are smaller in government and union settings where there is pay transparency as a matter of course.

It’s wonderful that these companies are sharing and taking action. (I’d also like to see data on age diversity - Microsoft provides theirs here, but guessing results look different in some of the other firms.) Internal, at least, accountability and transparency may be directions for them to consider. We can all take part by supporting young people interested in STEM fields and the organizations that give them solid backgrounds. 

Tools to Support Transparency and Accountability

Technology may also play a role. Transparency and accountability are areas where technology can help us do the right thing. Technology supported task feedback helps us do work “right” and better. Process and outcome transparency (at the heart of the Castilla study) help us stay on the right side of just behavior. As internet enabled sensors, ubiquitous video, and internet-enabled work become the status quo, it’s easier to “work out loud” without extra effort and to hear the work of others as part of the ambient environment. Transparency doesn’t have to be hard and it can provide great value even as it supports our values.

More on Castilla’s Research

Castilla opens with a detailed review of accountability and transparency research. Building on Tetlock’s research in the 80s, Castilla describes accountable situations as those where you will have to justify your decisions and actions. Accountability provides motivation to make more analytical/careful decisions. As shown in some of Castilla’s earlier work, this can reduce bias in organizations. Transparency is about relevant, accessible, and accurate information. He splits both accountability and transparency into process and outcome categories -- which for those of you keeping score -- also ties the work nicely into research on how just people feel an organization is.