Abstract:
In this chapter are discussed crucial theoretical underpinnings and critical contextual issues to be considered by successful managers to effectively manage fairness in East Asian countries of China, Taiwan, Japan, and South Korea. Relevant theories from social psychology, marketing, and organizational behavior are introduced to help readers better understand first the current status of fairness management in these countries and secondly how fairness in these countries must be managed in the future. A case on a Chinese customer’s complaint against Mercedes-Benz illustrates the lessons learned.
