This dissertation contributes to the field of Organizational Justice by first reviewing and integrating extant research into a comprehensive framework for understanding and studying the influence of country and cultural differences in theories of procedural justice. It also develops theoretical explanations for the effect of cultural differences including the influence of culturally derived expectations and values. Finally, it presents empirical evidence of the effect of both country and cultural differences on preferences for and reactions to various procedures used to make resource allocation decisions that have been deemed “fair” in existing theories of organizational justice. Countries studied include the Peoples' Republic of China, Russia and the United States. Cultural dimensions studied include uncertainty avoidance and power distance.