It is important for the research produced by industrial-organizational (I-O) psychologists to be rigorous, relevant, and useful to organizations. However, I-O psychology research is often not used in practice. In this paper, we (both practitioners and academics) argue that engaged scholarship—a particular method of inclusive, collaborative research that incorporates multiple stakeholder perspectives throughout the research process—can help reduce this academic–practice gap and advance the impact of I-O psychology. To examine the current state of the field, we reviewed empirical evidence of the current prevalence of collaborative research by examining the number of articles that contain nonacademic authors across 14 key I-O psychology journals from 2018 to 2023. We then build on these findings by describing how engaged scholarship can be integrated throughout the research process and conclude with a call to action for I-O psychologists to conduct more collaborative research. Overall, our goal is to facilitate a fruitful conversation about the value of collaborative research that incorporates multiple stakeholder perspectives throughout the research process in hopes of reducing the academic–practice gap. We also aim to inspire action in the field to maintain and enhance the impact of I-O psychology on the future world of work.

Organizations and managers often implement workplace training programs aimed at fostering collaboration, belonging, and respect among employees. However, the effectiveness of these programs can be undermined when they are framed in ways that only resonate with some participants while alienating others. We propose that moral reframing can enhance the success of such initiatives by aligning messaging with a broader range of moral perspectives. Drawing on moral foundations theory, we identify five key dimensions, care, fairness, loyalty, authority, and purity, that shape how individuals interpret and respond to workplace training efforts. Although many programs emphasize care and fairness, individuals who prioritize loyalty, authority, and purity may perceive them differently, leading to disengagement, skepticism, or resistance. We argue that strategically framing training initiatives across multiple moral frameworks can foster greater engagement, buy-in, and overall effectiveness. Additionally, we offer practical recommendations for organizations to implement moral reframing strategies, ensuring that training efforts resonate with a wider audience and contribute to a more cohesive and productive workplace.