In a recent interview (Barnett, 2007), management scholar William Starbuck described his view of the current state of research in management, which could just as easily describe the state of research in INDUSTRIAL AND ORGANIZATIONAL psychology: People should do management research because they want to contribute to human welfare. Those who are professors of management are people of superior abilities and they should use these abilities for purposes greater than themselves. . .I also observe that many doctoral students and junior faculty are focusing on achieving social status and job security and are viewing research methods as tools to construct career success. Few of them seem apt to initiate or even to participate in significant reorientations. (Barnett, 2007, pp. 126–127) Concerns about lack of relevance of the field and of narrow, self serving orientations of many of its members, are certainly not unique to INDUSTRIAL AND ORGANIZATIONAL psychology, as data from a recent online survey of members of the Academy of Management indicate (D. L. Shapiro et al., 2007). That study concluded that universities’ promotion and tenure systems provide disincentives for conducting and publish ing practitioner oriented research.