Hostname: page-component-745bb68f8f-v2bm5 Total loading time: 0 Render date: 2025-01-11T21:51:12.860Z Has data issue: false hasContentIssue false
  • English
  • Français

Strategically reactive and maybe not thinking big enough

Published online by Cambridge University Press:  24 May 2021

Lauren E. Bagby  and
Paul R. Yost
Lauren E. Bagby
Affiliation:
Seattle Pacific University
Paul R. Yost*
Affiliation:
Seattle Pacific University
*
*Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 14 , Special Issue 1-2: Special Pandemic Issue , June 2021 , pp. 226 - 228
Copyright
© The Author(s), 2021. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology.

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Cascio, W. F., & Aguinis, H. (2008). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology, 93(3), 1062–1081.CrossRefGoogle ScholarPubMed
George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and tackling societal grand challenges through management research. Academy of Management Journal, 59(6), 1880–1895.CrossRefGoogle Scholar
Lefkowitz, J. (2008). To prosper, organizational psychology should … expand the values of organizational psychology to match the quality of its ethics. Journal of Organizational Behavior, 29(4), 439–453.CrossRefGoogle Scholar
Olenick, J., Walker, R., Bradburn, J., & DeShon, R. P. (2018). A systems view of the scientist–practitioner gap. Industrial and Organizational Psychology: Perspectives in Science and Practice, 11, 220–227.CrossRefGoogle Scholar
Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (2017). Realizing the full potential of psychometric meta-analysis for a cumulative science and practice of human resource management. Human Resource Management Review, 27, 201–215.CrossRefGoogle Scholar
Rotolo, C. T., Church, A. H., Adler, S., Colquitt, A. L., Shull, A. C., Paul, K. B., & Foster, G. (2017). Putting an end to bad talent management: A call to action for the field of I-O psychology. Industrial and Organizational Psychology: Perspectives on Science and Practice, 11, 176–219.CrossRefGoogle Scholar
Rudolph, C. W., Allan, B., Clark, M., Hertel, G., Hirschi, A., Kunze, F., Shockley, K., Shoss, M., Sonnentag, S., & Zacher, H. (2021). Pandemics: Implications for research and practice in industrial and organizational psychology. Industrial and Organizational Psychology: Perspectives in Science and Practice, 14(1), 1–35.Google Scholar
Ryan, A. M., & Ford, K. (2010). Organizational psychology and the tipping point of professional identity. Industrial and Organizational Psychology, 3, 241–258.Google Scholar
Schoemaker, P. J. (1995). Scenario planning: A tool for strategic thinking. Sloan Management Review, 36(2), 25–50.Google Scholar
Schwartz, P. (1996). The art of the longview: Planning for the future in an uncertain world. Doubleday.Google Scholar
Schwartz, P. (2011). Learnings from the longview. Global Business Network.Google Scholar
United Nations. (2020). Transforming our world: The 2030 Agenda for Sustainable Development. https://sdgs.un.org/2030agenda Google Scholar
Yost, P. R., & Chang, G. (2009). Everyone is equal, but some are more equal than others. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2(4), 442–445.CrossRefGoogle Scholar