This commentary argues that industrial-organizational psychology can be a conduit for greater good by focusing on the United Nations sustainable development goal number 8 which calls for decent work for all. However, before industrial-organizational (I-O) psychology can truly be used for the greater good it must reckon with our identity crisis: who does I-O psychology serve, the worker or organization? We argue that under a capitalistic model, there is no clear path to working with organizations to provide decent work and economic growth simultaneously. Thus, it is critical that the I-O psychology field clarifies its purpose and identity.

Diversity in organizations is a recurring and increasing reality of vast importance. The diversity management literature describes different types of organizations based on their treatment and management of diversity, including plural and multicultural organizations. However, recent research suggests the added value of considering polycultural organizations in diversity management. Based on a polycultural ideology that sees values, traditions, and norms inherently and dynamically intertwined and mixed, polycultural organizations emphasize the value for and “connectedness” to diversity among organizational members. Contributing to the diversity management literature, this paper conceptually describes and compares polycultural organizations with other types of organizations in the diversity management literature. It argues the potential benefit of including a polycultural ideology to current perspectives in diversity management to further advance our understanding of how diversity can be effectively managed in organizations. Additionally, practice implications and strategies to foster polycultural organizations are provided.