International trade in strategic materials was critical to Allied victory in the Second World War, yet little is known about how that trade functioned in practice. This paper studies wartime imports of Chilean nitrate, which enabled the United States to increase food production without sacrificing munitions output. The US imported nitrate and other resources through a public purchase program that depended on the coordination and cooperation of a vast bureaucracy. Government agencies weighed the benefits and costs of Chilean nitrate differently and intervened at key junctures. For their part, Chilean corporate and diplomatic staff worked meeting rooms in Washington, negotiating the purchase contracts and managing day-to-day business with the US government. Chilean actors meanwhile pursued their own interests while contributing to the Allied victory. The business history of the US–Chilean nitrate trade demonstrates how Chile, sometimes mischaracterized as a disinterested neutral on the fringes of the conflict, played an important role during the Second World War.

In recent years, there has been an alarming increase in both proposed and enacted legislation that targets diversity, equity, and inclusion (DEI) initiatives within higher education and organizations. These laws aim to dismantle protections and support for vulnerable individuals and groups. In this focal article, we provide an overview of the motives driving these anti-DEI legislative initiatives and categorize the laws based on the type of restrictions they impose: (a) reduction in knowledge, (b) reduction in access, and (c) reduction in support. Next, we discuss the consequences these anti-DEI laws yield for individuals, organizations, and society at large and provide an overview of how individuals and organizations may counteract these regressive policies. Last, we conclude with a call to action for I-O psychologists to investigate and call attention to the consequences of anti-DEI laws for recruitment and selection, well-being and safety of minoritized individuals, organizational reputation, and organizational performance and profits.

The rapid evolution of digital technology has made it necessary to examine the digital transformation and firms’ innovation initiatives. However, prior studies have often oversimplified the relationship between ‘digital transformation’ and ‘innovation’ as linear. By integrating perspectives from search and recombination, attention-based views, and competitive strategy theory, this paper constructs a theoretical framework, revealing that the relationship between digital transformation and innovation is nonlinear. We analyzed 21,509 observations from 2,565 Chinese listed companies spanning the period from 2009 to 2019 and found an inverted U-shaped relationship between digital transformation and innovation. We also discovered that differentiation strategies and cost leadership strategies have different moderating impacts on this inverted U-shape. This study provides valuable insights for businesses seeking to effectively navigate the complexities of digital transformation and innovation.

Unweighted benefit–cost analysis (BCA) based on aggregate willingness to pay might be, at long last, falling into disrepute, as it is widely recognized that it exhibits a bias toward the wealthy, and as alternatives are appearing more and more practicable. However, the choice of alternatives is often framed in terms of choosing an alternative metric to willingness to pay in money, such as willingness to pay in healthy life years, or a measure of subjective well-being. It is argued in this paper that (i) a simple summation of individuals’ willingness to pay in any numeraire (e.g., money, healthy life years) is bound to generate non-transitivity issues in a similar way as money-based BCA, and (ii) a metric such as subjective well-being involves distributional value judgments that are too specific to reflect the relevant spectrum in the public debate. The “orthodox” weighted BCA method, which links BCA to an underlying social welfare function, offers more flexibility and guarantees transitive choices. Fortunately, in some relevant cases, these various methods may provide similar results, and the main options currently proposed all give greater weight to the worse off in the population than does unweighted BCA.

Much ink has been spilled on the scientist–practitioner gap, that is, the apparent divide between knowledge published in academic peer-reviewed journals and the actual business practices employed in modern organizations. Most prior papers have advanced meaningful theories on why the gap exists, ranging from poor communication skills on the part of academics to paywalls and other obstacles preventing the public from accessing research in industrial-organizational psychology (I-O). However, very few papers on the scientist–practitioner gap have taken an empirical approach to better understand why the gap exists and what can be done about it. In our focal article, we specifically discuss the gap as it pertains to small businesses and present empirical data on the topic. Drawing from our experiences working with and in small businesses before entering a PhD program, we suggest that a primary reason for the existence of this gap is the differences between large and small businesses, and we advance two theory-driven reasons for why this is the case. Next, we compiled abstracts and practical implications sections from articles published in top I-O journals in the past 5 years, then we collected ratings and open-ended text responses from subject matter experts (i.e., small business owners and managers) in reaction to reading these sections. We close by recommending several potential perspectives, both for and against our arguments, that peer commentators can take in their responses to our focal article.

We can make better decisions when we have a better understanding of the different sources of variance that impact job performance ratings. A failure to do so cannot only lead to inaccurate conclusions when interpreting job performance ratings, but often misguided efforts aimed at improving our ability to explain and predict them. In this paper, we outline six recommendations relating to the interpretation of predictive validity coefficients and efforts aimed at predicting job performance ratings. The first three focus on the need to evaluate the effectiveness of selection instruments and systems based only on the variance they can possibly account for. When doing so, we find that it is not only possible to account for the majority of the variance in job performance ratings that most select systems can possibly predict, but that we’ve been able to account for this variance for years. Our last three recommendations focus on the need to incorporate components related to additional sources of variance in our predictive models. We conclude with a discussion of their implications for both research and practice.

Much research on the antecedents of proactive behavior has appeared in the literature, but this research introduces a new ritual perspective to rethink this question. Drawing on the process model of interaction rituals, we propose that work rituals urge employees to share emotional energy, and then, employees are likely to experience a higher level of work meaningfulness. In turn, employees tend to engage in more proactive behavior. Using data from a random assignment field experiment involving 204 employees from a communication corporation in China, we found support for our hypotheses. The implications of our research for theory and practice are discussed.