The problem addressed in this qualitative case study is how an organizational justice framework could address the need raised by scholars of organizational justice (for example, Colquitt and Greenberg, 2003; Mayer et al., 2007) for novel, conceptually derived accounts of non-managerial employee perspectives on organizational justice during periods of organizational change. The purpose of this qualitative study was to examine how an organizational justice framework can be used to explore employees’ perceptions of trust, fairness, and the management of change during a period of strategic change in a privatelyowned media organization based in Cyprus. A multiple-case study research design was used to satisfy the goal of this exploratory research and data were collected through multiple sources, including in-depth individual interviews, and SME review and reflection of the data collected. The researcher conducted eight in-depth, face-to-face interviews with employees from the media organization, four were from sales, two worked as technicians, and two worked as cameramen. For the purpose of this study, the researcher developed semistructured interview questions, and the same questions were posed to each of the eight participants. Meaningful research was needed to increase knowledge about better understanding of employees’ perceptions of trust, fairness, and the management of change, using an organizational justice framework within the media organization.