OOIR: Observatory of International Research

Papers

(The H4-Index of Personnel Review is 26. 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 2021-06-01 to 2025-06-01.)

Article	Citations
Reconceptualizing HR change agency: introducing a framework and propositions for future research	74
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	59
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	53
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	52
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	51
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	39
Mentoring global talent: an integrative review	36
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge	35
How and when does humble leadership enhance newcomer well-being	34
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	33
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	33
Bullying and turnover intentions: how creative employees overcome perceptions of dysfunctional organizational politics	32
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	32
What do we know and what should we research about employer brand? A bibliometric analysis	31
It’s my luck: impostor fears, the context, gender and achievement-related traits	31
I'm difficult, but not impossible: how millennials view international assignments and the implications for human resource management (HRM)	30
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	30
Decent work among rural-urban migrant workers in China: evidence and challenges	30
Themed editorial: Job crafting – relevance to human resource management	29
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	29
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	29
The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	28
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	28
Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	28
Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	28

Serving for thriving: a moderated mediation analysis of the relationship between servant leadership and thriving at work