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The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

Bertil Ohlin was a most active commentator on current economic events in the interwar period, combining his academic work with a journalistic output of an impressive scale. He published more than a thousand newspaper articles in the 1920s and 1930s, more than any other professor in economics in Sweden.

Here we have collected 10 articles by Ohlin, translated from Swedish and originally published in Stockholms-Tidningen, to trace the evolution of his thinking during the Great Depression of the 1930s. These articles, spanning roughly half a decade, bring out his response to the stock market crisis in New York in 1929, his views on monetary policy in 1931, on fiscal policy and public works in 1932, his reaction to Keynes’ ideas in 1932 and 1933 and to Roosevelt’s New Deal in 1933, and, finally, his stand against state socialism in 1935.

At the beginning of the depression, Ohlin was quite optimistic in his outlook. But as the downturn in the world economy deepened, his optimism waned. He dealt with proposals for bringing the Swedish economy out of the depression, and reported positively on the policy views of Keynes. At an early stage, he recommended expansionary fiscal and monetary policies including public works. This approach permeated the contributions of the young generation of Swedish economists arising in the 1930s, eventually forming the Stockholm School of Economics. He was critical of passive Manchester liberalism, ‘folded-arms evangelism’ as well of socialism while promoting his own brand of ‘active social liberalism’.

Monika Fabijanska's groundbreaking exhibition The Un-Heroic Act showcased 20 representative artworks to survey the iconographic variety of representations of rape in contemporary women's art in the United States since the 1960s. Organized by the Andrew and Anya Shiva Gallery at John Jay College, City University of New York in 2018, the exhibition's wide range of pieces was brought together in dialogue for the first time to confront prevailing sexual violence misconceptions, rape myths, and to fill the void in women's art history.

In this chapter, Fabijanska is interviewed to glean insight into the curatorial strategies she deploys as challenges and sensitivities surrounding rape play out in the context of an art exhibition and catalog. Although The Un-Heroic Act has attracted substantial media coverage and scholarly attention, the role of curatorial intention and considerations in mediating difficult content to viewers in an educational setting, and shaping understanding of a complex issue, has not yet been explored in depth. Through this interview, these pertinent questions are unpacked.

Addressing some of the curatorial challenges she faced, Fabijanska brings to light the value that exhibition texts, audience engagement programs, contextualizing comments, and teaching hold. She shares her careful selection process, highlighting the necessity of taking a collaborative approach and working toward crafting “safe spaces” within which difficult questions can be broached.

The following is an introductory profile of the fastest growing firms over the three-year period of the study listed by corporate reputation ranking order. The business activities in which the firms are engaged are outlined to provide background information for the reader.

This chapter describes how the New Zealand Ministry of Education’s Iterative Best Evidence Synthesis Programme seeks to improve education and serve the public good. New Zealand’s best evidence programme is used (1) to determine what works, why and how; (2) what makes a bigger difference and what does not work to improve learning for all students across policy, research and practice communities; (3) to spotlight expertise, tools and actions needed to mobilise knowledge and (4) to pinpoint challenges in the change process in order to strengthen knowledge mobilisation at the system level.