Reviews of existing research evidence have the potential to inform both practice and scholarship. This opportunity is currently not being fully realized in management and organization studies due to the limitations of traditional methods of review, which fail to identify clearly what is known and not known about a given topic. For practitioners, systematic review can help address managerial problems by producing a reliable knowledge base through accumulating findings from a range of studies. For scholars, systematic review can enhance methodological rigor as well as highlight opportunities for further research. Systematic reviews are guided by a set of principles rather than a specific, inflexible, and restricted protocol. By revealing these principles, outlining a systematic review methodology, and offering examples, we hope that this chapter helps both practitioners and scholars to use systematic review to inform their practice.

SummaryThe psychological contract has been viewed as an explanatory framework for understanding the employment relationship, and is regarded by some researchers as central in understanding employee attitudes and behavior. Despite the importance ascribed to the psychological contract, it remains theoretically underdeveloped and has received limited empirical attention. This study takes a new approach to researching the psychological contract, through the use of daily diaries, and addresses a number of fundamental questions regarding its nature. Results show that both broken and exceeded promises occur regularly and in relation to virtually any aspect of work, that the importance of the promise contributes significantly to emotional reactions following broken and exceeded promises, and that the psychological contract is an important concept for understanding everyday fluctuations in emotion and daily mood.

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Two studies investigated whether people's moods are influenced by the collective mood of their work teammates over time. In the first study, 65 community nurses in 13 teams recorded their moods and hassles daily for 3 weeks. A pooled time-series analysis showed a significant association between the nurses' moods and the collective mood of their teammates, which did not depend on shared hassles. The association was greater for nurses who were older, were more committed to their team, perceived a better team climate, or experienced fewer hassles with teammates. In Study 2, a team of 9 accountants rated their own moods and the moods of their teammates 3 times a day for 4 weeks using pocket computers. The accountants' moods and their judgments of their teammates" moods were significantly associated with the collective mood of their teammates. The findings suggest that people's mood at work can become linked to the mood of their teammates.

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Evidence-based practice is now well established in several fields including medicine, nursing, and social policy. This article seeks to promote discussion of whether the practice of industrial-organizational (I-O) psychologists is evidence based and what is needed to make I-O psychology an evidence-based discipline. It first reviews the emergence of the concept of evidence-based practice. Second, it considers the definitions and features of evidence-based practice, including evidence-based management. It then assesses whether I-O psychology is itself an evidence-based discipline by identifying key characteristics of evidence-based practice and judging the extent these characterize I-O psychology. Fourth, some key strategies for promoting the use of evidence in I-O psychology are considered: practice-oriented research and systematic reviews. Fifth, barriers to practicing evidence-based I-O psychology are identified along with suggestions for overcoming them. Last is a look to the future of an evidence-based I-O psychology that plays an important role in helping consultants, in-house I-O psychologists, managers, and organizations become more evidence based.