This study aimed to verify the interactive effects of organizational, supervisory and peer justice climates on team-members' joint reactions targeting organization (teams’ trust in organization and organizational citizenship behavior towards organization), supervisor (teams' trust in supervisor and organizational citizenship behavior towards supervisor) and peers (teams’ work engagement and organizational citizenship behavior towards peers). The data collected from 196 work teams were analyzed by using polynomial regression analysis combined with response surface methodology, while controlling the effects of teams’ characteristics. The results indicate the importance of the congruence between justice climates in the organizational context for predicting measured team level outcomes. Teams' trust in supervisor and organization, team's work engagement and teams' organizational citizenship behaviors targeting organization, supervisor and peers were strengthened with organizational, supervisory and peer justice climates in combination. Joint teams’ reactions were generally at the high level, when at least one source of justice was perceived as fair, even when the other source was simultaneously perceived as unfair. Although all sources of justice climates in organizational context are important for the prediction of all the outcomes, the crucial source of justice climate for predicting peers-oriented outcomes were peers. Supervisor was the most relevant source of justice climate for predicting supervisory-oriented outcomes. For predicting organization-oriented outcomes, all sources of justice climates matter equally. Although teams’ demographic characteristics do not have strong effects on the observed relationships, by increasing the average teams’ age and average teams' organizational tenure, increases the strength of joint effects of certain sources of justice climates to specific outcomes. Additionally, there is a growing importance of supervisory and organizational justice climates for predicting the outcomes targeting these specific justice sources. The results might depend upon the broader social context of our area. The theoretical contributions to the theory of congruence in organizational research and to the target-similarity model in the social exchange theory, as well as the practical implications of the results for the development of human resource management in organizations are discussed.