OOIR: Observatory of International Research

Papers

(The TQCC of Personnel Psychology is 4. 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.)

Article	Citations
Workplace events and employee creativity: A multistudy field investigation	64
I despise but also envy you: A dyadic investigation of perceived overqualification, perceived relative qualification, and knowledge hiding	39
Shared leadership development and team performance: A new look at the dynamics of shared leadership	29
The end is just the beginning: Turnover events and their impact on those who remain	27
The risks and benefits of initiating change at work: Social consequences for proactive employees who take charge	25
Admired and disgusted? Third parties’ paradoxical emotional reactions and behavioral consequences towards others’ unethical pro‐organizational behavior	23
When lending an ear turns into mistreatment: An episodic examination of leader mistreatment in response to venting at work	22
A person‐centered view of impression management, inauthenticity, and employee behavior	21
Personal brand equity: Scale development and validation	20
Shining with the Stars? Unearthing how group star proportion shapes non‐star performance	19
Reflecting on one's best possible self as a leader: Implications for professional employees at work	18
Once an entrepreneur, always an entrepreneur? Entrepreneurial identity, job characteristics, and voluntary turnover of former entrepreneurs in paid employment	18
Leader–follower risk orientation incongruence, intellectual stimulation, and creativity: A configurational approach	17
When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence	17
My fault or yours? Leaders’ dual reactions to abusive supervision via rumination depend on their independent self‐construal	17
Are they worth it? Warmth and competence perceptions influence the investment of slack resources in and the efficacy of HPWS	17
A review on health and well‐being at work: More than stressors and strains	17
Too much of a good thing: Examining the curvilinear relationship between team‐level proactive personality and team performance	17
Stumbling out of the gate: The energy‐based implications of morning routine disruption	17
A meta‐analysis of the effects of electronic performance monitoring on work outcomes	16
Person‐organization fit theory and research: Conundrums, conclusions, and calls to action	16
Building blocks of idea generation and implementation in teams: A meta‐analysis of team design and team creativity and innovation	14
What's age got to do with it? A primer and review of the workplace aging literature	14
How and when are learning‐adaptable newcomers innovative? Examining mechanisms and constraints	13
Employee time theft: Conceptualization, measure development, and validation	13

Forever focused on fairness: 75 years of organizational justice in Personnel Psychology	13
Is beauty more than skin deep? Attractiveness, power, and nonverbal presence in evaluations of hirability	12
Asking how to fish vs. asking for fish: Antecedents and outcomes of different types of help‐seeking at work	12
The relations of reflective and intuitive thinking styles with task performance: A meta‐analysis	12
Work‐family research: A review and next steps	12
Conceptualizing career insecurity: Toward a better understanding and measurement of a multidimensional construct	11
What are the career implications of “seeing eye to eye”? Examining the role of leader–member exchange (LMX) agreement on employability and career outcomes	11
When agency “fits” regardless of gender: Perceptions of applicant fit when job and organization signal male stereotypes	10
Age differences in affective responses to inclusion experience: A daily diary study	10
With a frown or a smile: How leader affective states spark the leader‐follower reciprocal exchange process	10
“How dare you?!”: A self‐verification perspective on how performance influences the effects of abusive supervision on job embeddedness and subsequent turnover	10
Making nice or faking nice? Exploring supervisors’ two‐faced response to their past abusive behavior	10
Self‐compassion at work: A self‐regulation perspective on its beneficial effects for work performance and wellbeing	9
Reducing subgroup differences in personnel selection through the application of machine learning	9
Exchange through emoting: An emotional model of leader–member resource exchanges	8
Hurry up! The role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being	8
Shadows and shields: Stars limit their collaborators’ exposure to attributions of both credit and blame	8
When perception is reality, there is more than one reality: The formation and effects of pay‐for‐performance perceptions	8
Retirement intention of older workers: The influences of high‐involvement work practices, individual characteristics, and economic environment	8
The acceleration of emotional labor research: Navigating the past and steering toward the future	8
Comparisons draw us close: The influence of leader‐member exchange dyadic comparison on coworker exchange	8
Can I leave my hat on? A cross‐level study of multiple team membership role separation	8
Simply the best? Star performers and high‐potential employees: Critical reflections and a path forward for research and practice	8
Digital connectivity for work after hours: Its curvilinear relationship with employee job performance	7
Too many teams? Examining the impact of multiple team memberships and permanent team identification on employees’ identity strain, cognitive depletion, and turnover	7
Working with animals: Implications for employees’ compassion, awe, prosocial behavior, and task performance	7
Age and sickness absence: Testing physical health issues and work engagement as countervailing mechanisms in a cross‐national context	7
A meta‐analysis of the nomological network of knowledge hiding in organizations	7
Personnel selection: A review of ways to maximize validity, diversity, and the applicant experience	7
The benefits and perils of job candidates’ signaling their morality in selection decisions	7
The many faces of entrepreneurial loneliness	6
Improving measurement and prediction in personnel selection through the application of machine learning	6
Behavior change versus stability during the college‐to‐work transition: Life course and the “stickiness” of alcohol misuse at career entry	6
An examination of the relationship between applicant race and accrued recruitment source information: Implications for applicant withdrawal and test performance	5
The effects of sexual harassment training on proximal and transfer training outcomes: A meta‐analytic investigation	5
Drawing the line: How the workplace shapes the naming of sexual harassment	4
Robert F.DeVellis & Carolyn T.Thorpe. (2022) Scale development: Theory and applications. California: SAGE Publications, Inc., 320 pages, $60.00 softcover	4
When self‐love is threatened: Adopting a dual‐type view to understand leader narcissism and its impacts on LMX and newcomer work outcomes	4
Putting the team in the driver's seat: A meta‐analysis on the what, why, and when of team autonomy's impact on team effectiveness	4
Vocational interests, gender, and job performance: Two person–occupation cross‐level interactions	4
Applicant initial preferences: The relationship with job choices	4
Affiliation‐based hiring in startups and the origins of organizational diversity	4
Unethical leadership: A review, analysis, and research agenda	4
Online health behavior: Antecedents and outcomes of employee participation in an organization's online health program	4
Double challenges: How working from home affects dual‐earner couples’ work‐family experiences	4