Tippins et al. (2023) challenge I-O psychologists to more actively – in Miller’s oft-quoted APA presidential address – “give psychology away.” Their article provides stirring examples of the impact several of our colleagues have made in giving psychology away. In thinking about how to encourage and facilitate more of us to volunteer, we’d like to share several thoughts on our roles as I-Os, both as individuals and as a community. In particular, we propose that volunteerism is an expression of our calling as I-Os; suggest five roles we can play as individuals; discuss three roles for the community at-large; and conclude with a call to action.

This article analyzes the AFL-CIO’s international economic policy activism in the late 1960s and early 1970s within the context of the collapse of Bretton Woods monetary system. It shows that AFL-CIO economists developed a far-reaching critique of multinational corporations that encompassed not only concerns about import competition and capital flight but also charges that multinational firms contributed to the United States’ balance of payments woes. Fighting charges that union wages drove inflation, labor leaders maintained that private capital outflows and intracompany transactions exacerbated U.S. payments deficits. They therefore advocated for capital controls and import restrictions as alternatives to fiscal and monetary restraint. Their efforts to preserve the expansionary policies underpinning postwar liberalism, however, ultimately failed. By calling attention to the AFL-CIO’s failed activism in international monetary politics, the article offers a new vantage point for understanding organized labor’s declining influence in the last third of the twentieth century.

This study explores how employees’ flow experience at work emerges, is sustained, and continuously grows over time. Based on the job demand-resource model, we propose the intraday upward spiral of flow: Challenging demands and job resources activate employees’ flow experience, further encouraging them to seek more challenges and resources. Furthermore, drawing on the perseverative cognition theory and spill-crossover model, we propose the inter-day upward spiral of flow: The antecedents (or consequences) of flow can overflow from work to the family domain and result in employees’ positive rumination, thus promoting the next-day flow experience. Our diary study generated 1,208 data points from 142 employees over 10 working days. We found that in the morning, challenging demands and job resources positively affected the participants’ flow, further encouraging them to pursue more challenging demands and job resources in the afternoon and thus enter this state again. Moreover, the afternoon’s challenging demands and job resources promoted the respondents’ problem-solving pondering at night, which further increased their next-morning challenging demands, job resources, and, thus, their flow. Through this study, we expand the emerging literature on positive organizational behavior and provide information for practitioners on how to build and sustain employees’ peak states.

“Building Blocs” charts a global history of the last great crisis of globalization—the transwar decades from the 1880s through the 1940s—by centering strategic minerals needed to make steel. Little studied, but critically important, alloying minerals like tungsten and manganese were only needed in small amounts, but they were essential to the foundations of both national prosperity and security: steel and military production. Herein lay a fundamental problem: none of the industrial powers possessed adequate domestic deposits of these minerals, which were concentrated in remote locations such as central India, the Caucasus, southern China, Brazilian jungles, the Australian outback, and southern Africa. In a world in which steel was power, “Building Blocs” shows that resource anxieties motivated interwar quests for autarky and autonomy in the form of self-contained blocs. The scramble for strategic minerals escalated tensions and put rivals on the road to war, reshaping the forms and structures of geopolitical entities and international institutions throughout the transwar period.

This study examines whether and how corporate venture capital (CVC) spurs changes in firm scope. Using two text-based measures of firm scope, I provide evidence that CVC investments are strongly correlated with subsequent changes in firm scope among CVC parent firms, including seeding emerging businesses and creating new segments or divisions. Further evidence is consistent with an experimentation view, with more promising ventures having a stronger strategic impact on the scope changes of parent firms. Moreover, the study finds that post-CVC scope changes are primarily built internally and rarely involve killer acquisitions. These changes create value for CVC parents.