Journal of Applied Behavioral Science

Papers
(The TQCC of Journal of Applied Behavioral Science is 6. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-05-01 to 2024-05-01.)
ArticleCitations
A Systematic Methodology for Doing Qualitative Research149
Revisiting Relational Coordination: A Systematic Review102
COVID-19’s Uncomfortable Revelations About Agile and Sustainable Organizations in a VUCA World62
Unraveling the What and How of Organizational Communication to Employees During COVID-19 Pandemic: Adopting an Attributional Lens62
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis55
Leading Change in Response to COVID-1950
Making Interviews Meaningful43
Not Even Trying to Change the World: Why Do Elite Management Journals Ignore the Major Problems Facing Humanity?34
Appreciative Inquiry in a Pandemic: An Improbable Pairing26
The COVID-19 Crisis and Its Consequences: Ruptures and Transformations in the Global Institutional Fabric23
Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews19
The Mediating Role of Psychological Empowerment in the Relationship Between Transformational Leadership and Organizational Identification of Employees19
Implementing Job Crafting Behaviors: Exploring the Effects of a Job Crafting Intervention Based on the Theory of Planned Behavior18
Work Engagement and Job Crafting as Conditions of Ambivalent Employees’ Adaptation to Organizational Change17
The Grand Challenge for Research on the Future of Coaching16
Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development15
Categories, Crossroads, Control, Connectedness, Continuity, and Change: A Metaphorical Exploration of COVID-1915
Daily Self-Leadership and Playful Work Design: Proactive Approaches of Work in Times of Crisis14
Gossiping About an Arrogant Leader: Sparked by Inconsistent Leadership, Mitigated by Employee Resilience13
Unpacking “Sense of Place” and “Place-making” in Organization Studies: A Toolkit for Place-sensitive Research12
Edgar Schein on Change: Insights Into the Creation of a Model12
Tacking Amid Tensions: Using Oscillation to Enable Creativity in Diverse Teams10
Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity10
Generative Scholarship Through Prospective Theorizing: Appreciating the Roots and Legacy of Organization Development and Change to Build a Bright Future9
Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity8
Project Forward! We Know Where Organization Change Has Been, But Where is it Headed?8
Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience8
Researching Change and Changing: Integrating Collaboration and Action Through Interiority8
Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency8
Positioning and Fit in Designing and Executing Qualitative Research8
Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research7
Organizational Posttraumatic Growth: Thriving After Adversity7
Making a Difference: Developing Actionable Knowledge for Practice and Theory7
The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In7
A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change7
Partnering for Impact: A Grand Challenge and Design for Co-Creating a Just, Resilient and Flourishing Society7
Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence6
Understanding the Benefit–Cost Relationship in Long-Standing Community-Based Participatory Research (CBPR) Partnerships: Findings From the Measurement Approaches to Partnership Success (MAPS) Study6
Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics6
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