Time is running out to give your feedback in the SIOP Salary Survey. Closing midnight Eastern Daylight Time, October 18, 2019, this survey provides results that inform I-Os in all geographic locations and professional settings. These results are synthesized into reports that explain the factors that impact income, including highest degree obtained, tenure, and employment sector (e.g., academic vs. practitioner, internal vs. external practitioner, etc.) as well as other pertinent demographic variables (e.g., gender, age, geographic location).

In the last week of September, the Social, Behavioral, and Economic Directorate (SBE) at the National Science Foundation announced the repositioning of some of its basic research programs.

The repositioning is intended to allow the SBE to better meet several objectives including responding to new areas of scientific inquiry; communicating the value of basic scientific research; and connecting basic research plans to national priorities.

The nominations deadline for open positions on SIOP’s Executive Board is quickly approaching. Voting members must make nominations by midnight EDT on September 30.

As voting members recognized in the June 2019 Bylaws amendment ballot, diversity of representation is important for strong, effective leadership. The electoral process begins with nominations, and it’s truly important to have different viewpoints and diverse participants involved.

Dear Colleagues,

With the kickoff of the new academic year, we wanted to remind you of the call for papers for the upcoming special issue of Strategy Science: Reinvigorating Research on Organizational Culture and its Link to Strategy.

An organization’s culture has long been recognized as a key contributor to its strategic success, as well as to how its members—the people and groups within it—behave. Given the importance of the links between organizational culture, strategy, and firm performance, Strategy Science is hosting a special issue on different facets of this topic. The special issue aims to tackle two core questions: First, how do different conceptions of culture relate to one another in organizational contexts, and second, how can integrating these different conceptions help to advance our understanding of a firm’s strategy and performance?

Industrialized workforces across the world are aging and growing more age-diverse. It is estimated that by 2024, 38.2% of workers in the United States will be age 55 or older (Toossi et al., 2015). Similarly, in about half of the European Union (EU) countries more than 20% of the workforce will be older than 55 in 2035 (Aiyar, Ebeke, & Shao, 2016). At the same time, the overall labor force participation rate is declining. In the United States it is estimated that the labor force participation rate will be 61% by 2026 (U.S. Bureau of Labor Statistics, 2017). Similarly, the EU workforce is expected to decline by 4.3 million people by 2020 (Eurostat, 2017), and it is expected to shrink further by 12% in 2030 and by 33% in 2060 compared with 2009 levels (European Commission, 2010). These low rates of workforce participation along with the aging workforce strain retirement systems and other social safety net programs. For example, while there were 3.8 people of working age for every dependent person over 65 in the EU in 2002, this number fell to 3.2 people in 2015. By 2020, there will be fewer than three people of working age for every dependent person over 65 in the EU (Eurostat, 2019). To combat this strain on retirement systems, many European governments are raising their official pension age, but labor market participation continues to decrease from age 50 onwards in Europe (Eurostat, 2017). In addition, with increased retirement ages, workplaces are growing more age-diverse, with younger and older people working together more frequently than in the past (Boehm, Kunze, & Bruch, 2014; Finkelstein & Truxillo, 2013).