The geopolitical boundaries are fading in importance as corporations take on a more global perspective, and the technology of the 'new social media age' take a bird's-eye survey of this changing corporate terrain especially in turbulent times. This chapter concerns the real-world significance of global organizational science for the success or failure of organizations and human interactions. The science of organizations leads to the understanding of applications and interventions that benefit employees, work teams, organizations, management, customers, stakeholders, the community, and the larger society in which organizations are involved. The authors propose conceptualizing the science of organization as the world of work from multiple perspectives and paradigms in its goals of integrating the diverse insights of these other core disciplines and applying them to contemporaneous real-world challenges and opportunities for future inquiry in this domain. The authors next offer a taxonomy of a variety of reasons why global organizational sciences matter in an ever-changing business environment. A review and description of several emerging trends that are impacting organization life may tell us more about organizational science. The authors then summarize the evidence showing that organizational science's disputes and ongoing debates on the paradigmatic development are warranted. That striking an amicable balance can stimulate consensus that will later promote 'strong presence of mind, sense of professional confidence and of one another, and technological assurance'. This may indirectly affect the status of the discipline or field for better or for worse, and we conclude by saying without theory and method, that organizational practice is uninformed. Without practice, organizational theory is non-dynamic, stagnant, and moribund. Without a global organizational science, an organization or business firm loses tremendous diversity, synthesis in organizational research and theory, and substantial epistemology in the crucial need to connect to practice. High-performing corporations 'in a changing corporate terrain' operate like a well-oiled machine that operates capably through the effective coordination of many parts -- networks, culture, information systems, and talent mobility. The former issue: "Someone who works under you" has changed to "Someone who is a team member." Indeed, organizational hierarchies are collapsing, in successful global corporations, to promote cooperation and a winning attitude, much, like a sports team, comes together to win a game. Global organizational science is everyone's business and everyone's duty; it has the potential to become a touchstone in the lives of organizations. This is not the twilight of neutrality, but the twilight glow of dawn.