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Voice of a “Seasoned” OB Professor

Published online by Cambridge University Press:  22 November 2017

Fred Luthans
Fred Luthans*
Affiliation:
College of Business, Department of Management, University of Nebraska–Lincoln.
*
Correspondence concerning this aricle should be addressed to Fred Luthans, College of Business, Department of Management, University of Nebraska–Lincoln, Lincoln, NE 68588-0491. E-mail: fluthans1@unl.edu
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Extract

I will be making some highly personalized comments on the Aguinis et al. (2017) focal article concerning rigor versus relevance, renaming/rebranding industrial and organizational (I-O) psychology, and I-O psychology versus business school organizational behavior (OB). Before commenting, however, I feel compelled to briefly frame my remarks from the perspective of my 50-year academic career. For example, I think it is important to note that I go back to the early 1960s at the University of Iowa, College of Business. I was studying for my PhD in the just emerging field of management and organizations (nothing was offered called organizational behavior or strategic management). However, and very unusual for the times for management majors, I also took a minor in the psychology department concentrating on social and I-O psychology. Also, after receiving my PhD in 1965, for my 2-year military obligation, after infantry officer training I was assigned to West Point and taught cadets the required psychology course and military leadership. This background had a formative and lasting impact on my thinking about OB and I-O psychology.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 10 , Issue 4 , December 2017 , pp. 577 - 584
Copyright
Copyright © Society for Industrial and Organizational Psychology 2017 

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References

Aguinis, H., Ramani, R. S., Campbell, P. K., Bernal-Turnes, P., Drewry, J. M., & Edgerton, B. T. (2017). Most frequently cited sources and authors in industrial-organizational psychology textbooks: Implications for the science-practice divide, scholarly impact, and the future of the field. Industrial and Organizational Psychology: Perspectives on Science and Practice, 10 (4), 507–557.CrossRefGoogle Scholar