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New technologies, including artificial intelligence (AI), have helped us begin to take our first steps off Earth and into outer space. But conflicts inevitably will arise and, in the absence of settled governance, may be resolved by force, as is typical for new frontiers. But the terrestrial assumptions behind the ethics of war will need to be rethought when the context radically changes, and both the environment of space and the advent of robotic warfighters with superhuman capabilities will constitute such a radical change. This essay examines how new autonomous technologies, especially dual-use technologies, and the challenges to human existence in space will force us to rethink the ethics of war, both from space to Earth, and in space itself.

Immigrants are important contributors to workplaces, but HRM scholars have only recently begun to study them systematically. We document the prevalence and cross-national variation in populations of immigrant employees. Going beyond a treatment that considers them as another element of diversity, we propose how gradients of status at each level of country, organization, and work group admittance can result in unique outcomes for immigrants who are equally (dis)similar. We offer a taxonomy of immigrant pathways into their destination countries to explore the status hierarchies they are assigned by governments and reinforced by organizations. We provide insights into the ascribed status of immigrants and develop a typology of individual and organizational acculturation strategies based on the cultural tightness and looseness of the destination and origin cultures. We then describe how the reactions of members of an immigrant employee’s social environment are sensitive to ascribed status and cultural tightness-looseness. We do so in a three-stage process that begins with immigrant categorization, followed by conferral of (il)legitimacy, and finally brought together with perceptions of outcome interdependence. Finally, we offer ideas about HRM interventions to guide management scholars in their quest for understanding and improve the experiences of immigrants in the workplace.

Being Igbo is synonymous with being enterprising. This is perhaps the most popular impression that many people have about the Igbo of south-eastern Nigeria. Historical antecedents indicate that prior to colonisation, the Igbo engaged actively in trade and agriculture. However, the events of the Nigeria Civil War (1967–1970) had an indelible impact on the economic activities and achievements of the Igbo. Since then, this ethnic nation has risen from economic ashes, and evidence abound in different commercial spaces across the globe. A critical driver of this economic renaissance is the Igba-Boi/Imu Ahia traditional business apprenticeship model. Founded on the Igbo philosophies of communality, co-prosperity and interdependence, the model is characterised by the transgenerational transfer of entrepreneurial skills and the reproduction of business champions. In this chapter, we assess the centrality of enterprise in the Igbo culture; appraise entrepreneurial activities of the Igbo during the pre-colonial and colonial periods; discuss the consequences of the Nigerian Civil War (1967–1970), as well as the post-civil war economic revival. Specifically, we analyse the processes, opportunities and challenges of the Igbo traditional business apprenticeship. Broad-based recommendations highlight imperatives for sustainability and leveraging across cultures and contexts.

Economic nationalism and the COVID-19 pandemic have led many to question the future of globalization. Given the fragility of the second wave, this chapter asks whether globalization is cyclical, sustainable only under the most propitious economic or political conditions or whether technological developments, especially the digital revolution, have changed the underlying structure of production in ways that markedly increase the cost of renationalization. Global production networks (GPNs) are discussed as an example of structural change, the emergence of a networked world economy that is both more extensive and intensive than in the past. The chapter concludes that the international economic environment will be unstable, as attempts to restore national independence and disaggregate GPNs run up against the reality of mutual dependence. While we are unlikely to return to independent national markets, the future shape of globalization is uncertain.

The field of Organization Development and Change (ODC) is facing the same tensions as those confronting humanity more broadly: how to build a sustainable future. There is an urgent need to preserve the viability of our species by changing our relationship to the natural environment and slowing the ravages of climate change and the degradation of the earth's resources. Simultaneously, technology advances are changing our lives, work, institutions, and culture in unpredictable ways. Social upheaval and geopolitical tensions are exposing deep fissures in values, preferences, and beliefs about what constitutes a just society and how to govern. The development needed for a sustainable future must enable us to operate in ways that are fundamentally different from the status quo – not just increase our effectiveness in the way we currently operate.

ODC will have to recontextualize its methodologies and frameworks that currently focus primarily on individual organizations to deal with the complexity and urgency of the challenges humanity is facing. In this Reflection, we consider some of the tensions and key questions that ODC faces: What does, and might, sustainable development mean in a globally intertwined world where divisions at both the macro and micro levels reflect conflicting interests, tensions, and fundamentally different aspirations for the future? How do ODC methodologies and frameworks need to change to help develop sustainable ecosystem level transformation cutting across hierarchies, institutions, geographies, and cultures? How does ODC need to design itself to operate differently with different outcomes? We suggest some possible next steps forward in addressing these tensions.