Purpose Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science. Design/Methodology/Approach To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly. Findings Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %). Implications Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training. Originality/value We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.

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We provide practical, evidence-based recommendations derived from organizational support theory to enhance the effectiveness of human resource (HR) strategies designed to treat employees well. We also include the first ever benchmarking information for perceived organizational support (POS), the extent to which employees believe their organization cares about them and values their contributions. We discuss what is distinct about POS compared with fairness and employee engagement. We then discuss 5 principles from organizational support theory to enhance the effectiveness of HR strategies, followed by specific examples and information on how to support each principle within one’s work organization. We hope this article serves as a resource for HR practitioners interested in theoretically derived HR principles and examples to help enhance POS. We also hope this article facilitates collaborations between researchers and practitioners for developments in POS research.

As a result of globalization, large-scale modern-day businesses extend across borders as they engage in multinational enterprises. Such enterprises must conduct operations in disparate, culturally diverse contexts, which present challenges for implementing human resource management activities, such as whether to standardize or localize activities across borders. The current study focuses on recruitment activities, as they represent firms’ initial efforts to attract highly qualified talent. However, the extant recruitment literature has primarily been conducted in a single context or in Westernized societies; thus, it is unclear how organizations recruit across borders. Drawing on signaling theory, we explore how Fortune 1000 firms use recruiting signals in their domestic and international operations. In general, we find that firms standardize the recruiting signals across their domestic and international operations. Yet, the amount that each signal is emphasized differs in domestic and international operations and is contingent upon language. Furthermore, cultural distance between the home and host country largely does not explain the standardization of the recruiting signals. We summarize the findings and provide direction intended to guide future research.