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Most future industrial and organizational (I-O) psychology practitioners and researchers initially enroll in an introductory I-O psychology course during their junior or senior year of undergraduate studies, making introductory textbooks their first in-depth exposure to the field and an important knowledge base. We reviewed and analyzed the 6,654 unique items (e.g., journal articles, book chapters) published in 1,682 unique sources (e.g., scholarly journals, edited books, popular press publications) and authored by 8,603 unique individuals cited in six popular I-O psychology textbooks. Results showed that 39% of the top-cited sources are not traditional academic peer-reviewed journals, 77% of the top-cited articles were published in cross-disciplinary journals, and 58% of the top-cited authors are affiliated with business schools and not psychology departments. These results suggest that the science–practice divide in I-O psychology may develop later—perhaps after graduates obtain employment as either practitioners or researchers. Also, results suggest I-O psychology is closer to business and management than social psychology and psychology in general. We discuss additional implications for the science–practice divide, how to define and measure scholarly impact, and the future of I-O psychology as a field, including the movement of I-O psychologists to business schools and the sustainability of I-O psychology programs in psychology departments.
There is regular and explicit media coverage of employee behaviour intended to advance organizational goals, but that harms stakeholder interests in ways that exceed necessity and reason. Although several constructs such as workplace deviance, organizational misbehaviour, corporate crime and corruption, and unethical pro-organizational behaviour have been advanced to account for this type of behaviour, no comprehensive framework exists that also includes the full scope of its important consequences. Accordingly, we propose the umbrella construct of detrimental citizenship behaviour (DCB) that allows us to integrate and build upon previous related conceptualizations that have developed mostly in parallel bodies of research. We rely on ethical decision-making, creativity, and instrumental stakeholder theories to embed the umbrella DCB construct within a multi-level and longitudinal model. The DCB model includes processes through which such behaviour and its consequences unfold over time for organizational members, organizations, and society at large. The proposed framework describes, explains, and predicts DCB and also leads to suggestions for future research. In addition, we offer suggestions regarding how to manage this highly consequential type of organizational behaviour, thereby engaging in a much-needed science-practice dialogue in management and organization studies.
Journal editors serve a vital role because they are the gatekeepers of new scientific knowledge. Given the workload and time pressures associated with their role, editors face an important ethical dilemma: Should they allocate sufficient time to the editorial role or should they focus on their individual research performance, which is an important determinant of salary increases, promotions, and other financial rewards? We borrow from the macro-level corporate social responsibility literature to conceptualize editorial responsibility in terms of the triple bottom line of economic, social, and environmental performance. Our thesis is that there are recursive relationships among the economic, social, and environmental editorial performance dimensions such that editors who do good (i.e., social and environmental performance) also do well (i.e., economic performance). Thus, we bridge micro and macro domains by adapting a macro-level theory to the individual level of analysis and also bridge science and practice by discussing the impact of journal editors and scientific journals on a broad set of stakeholders including universities, research consumers, and society. We also offer suggestions to guide future research on whether the three editorial performance dimensions are part of a virtuous cycle that develops over time through mutually reinforcing feedback loops.
We propose a new conceptualization to make sense of the vast and diverse body of work regarding corporate social responsibility (CSR): (a) embedded CSR and (b) peripheral CSR. This distinction relies on psychological foundations originating primarily in industrial–organizational psychology and related fields (i.e., organizational behavior, human resource management) and allows for a better understanding of when and why CSR is likely to lead to positive outcomes for employees, organizations, and society. Embedded CSR involves an organization's core competencies and integrates CSR within a firm's strategy, routines, and operations, and therefore affects all employees. In contrast, peripheral CSR focuses on activities that are not integrated into an organization's strategy, routines, and operations (e.g., philanthropy, volunteering). We use our conceptualization to explain the success of CSR initiatives at GE, IBM, and Intel, and to reinterpret the scholarly CSR literature in the fields of marketing, corporate governance and legal studies, and economics. We also describe how our conceptualization can help bridge the much lamented micro–macro and science–practice gaps and helps guide future CSR research as well as organizational interventions.
We conducted a quantitative and a qualitative study to assess the extent to which industrial and organizational (I–O) psychology has moved to business schools, understand the nature of this move, and offer a balanced discussion of positive and negative consequences of this phenomenon. In quantitative Study 1, we provide evidence that I–O psychologists affiliated with business schools currently constitute a majority of editorial board members and authors of articles published in Journal of Applied Psychology and Personnel Psychology but that I–O psychology, as a field, is growing. These results suggest that it is not the field of I–O psychology but some of the most active and influential I–O psychology researchers who are moving to business schools. In qualitative Study 2, we gathered perspectives from 144 SIOP Fellows and 27 SIOP presidents suggesting different views on Study 1's results ranging from very negative (i.e., “brain drain”) to very positive (i.e., “eye opener”) depending on the affiliation of the respondent. On the basis of these results, we offer 10 admittedly provocative predictions to stimulate follow-up research and serve as a catalyst for an important conversation, as well as the development of action plans, regarding the future of I–O psychology as a field.
Perspectives from 22 countries on aspects of the legal environment for selection are presented in this article. Issues addressed include (a) whether there are racial/ethnic/religious subgroups viewed as “disadvantaged,” (b) whether research documents mean differences between groups on individual difference measures relevant to job performance, (c) whether there are laws prohibiting discrimination against specific groups, (d) the evidence required to make and refute a claim of discrimination, (e) the consequences of violation of the laws, (f) whether particular selection methods are limited or banned, (g) whether preferential treatment of members of disadvantaged groups is permitted, and (h) whether the practice of industrial and organizational psychology has been affected by the legal environment.
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