OOIR: Observatory of International Research

Papers

(The TQCC of Personnel Review is 12. 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 2021-10-01 to 2025-10-01.)

Article	Citations
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	75
How and when does humble leadership enhance newcomer well-being	67
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	61
What do we know and what should we research about employer brand? A bibliometric analysis	44
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	42
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	41
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	40
Reconceptualizing HR change agency: introducing a framework and propositions for future research	39
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge	39
Mentoring global talent: an integrative review	39
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	39
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	38
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	38
Unpleasant experiences about idiosyncratic deals: exploring the effects of i-deal hassles on employee performance	36
Why do universities use voluntary redundancy schemes? Human resource management in marketised higher education institutions	35
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	33
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	33
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	32
Themed editorial: Job crafting – relevance to human resource management	32
Decent work among rural-urban migrant workers in China: evidence and challenges	31
Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	30
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	30
Combining work and vacation: workation as an attractive work arrangement	29
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	29
Serving for thriving: a moderated mediation analysis of the relationship between servant leadership and thriving at work	28

Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	27
The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	25
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics	25
Relative deprivation, perceived status conflict and innovative behavior of outsourced employees: multiple moderating effects of dual organizational support	24
How does job crafting enhance newcomer organizational socialization? The effects of coworker exchange and prosocial motivation	23
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training	23
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations	22
Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work	22
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	22
Remote working and heavy work investment across employee fulfillment-crafting profiles	21
Human resource management practices in corporate restructuring: a review and agenda for future research	21
The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement	21
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	21
Organizational learning amidst a crisis: lessons from the biopharmaceutical sector during COVID-19	20
Health services in Australia and the impact of antiquated rostering practices on medical scientists: a case for HR analytics and evidenced-based human resource management	19
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	19
Exploring the careers of women with disabilities: a systematic review and implications for human resource management	19
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective	19
Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing	19
Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave	19
Impact of Islamic work ethic on employee ethical behavior: the serial mediation of moral identity and felt obligation	18
How does the power dynamics in the information technology outsourcing supply chain influence supplier's talent retention: a multiple case study	18
Developing human resource analytics capability architecture in organizations	18
Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values	18
Humanized algorithms matter! From enabling social exchange factors to building affective trust mechanism for facilitating gig workers’ task performance	18
Are wrongdoers with high hierarchy more likely to be subjected to negative gossip? An attributional perspective	18
Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India	18
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment	18
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats	17
A multilevel model of abusive supervision climate	17
When families overload careers: the critical role of family-interferes-with-work and boundary management	17
The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement	16
Limits of ethical leadership and the role of ethics-oriented HRM system in managing Machiavellians	16
Neuroscience tools at work: approaches to use across the employee lifecycle and future research agenda	16
Measuring learning agility: a review and critique of learning agility measures	16
Female workers' career success in the handicraft industry: a study of Uttarakhand, India	16
Exploring layers of context-related work-from-home demands during COVID-19	16
Sustainable HRM and class-based inequality	16
Employee and customer loyalty: two targets, one endeavor?	15
Guest editorial	15
Understanding flexibility i-deals: integrating performance motivation in the context of Colombia	15
Home-based telework and job stress: the mediation effect of work extension	15
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	15
Is employer collection of diversity data attractive to potential job seekers? Ethnicity and sex differences and a UK–Sweden comparison	15
The implications of telework for employee obesity	15
A systematic literature review on artificial intelligence in recruiting and selection: a matter of ethics	15
Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace	15
The guardians of the ladder: how meritocratic decisions are influenced by human resource and line managers	15
How do employees interact in routine change? High-involvement work practices at Tencent	15
“It is all about me” – an investigation of interns’ workplace commitment	15

Neurodiversity and remote work in times of crisis: lessons for HR	14
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	14
A comprehensive meta-analysis of the impact of intervention programmes on psychological capital development: post-intervention and longer-term effects	14
The link between supervisor support, servicing efficacy and job satisfaction among frontline hotel employees: an investigation in Turkey	14
The role of family support on the effects of paramedic role overload on resilience, intention to leave and promotive voice	14
Mental health and expatriate psychological adjustment post-COVID: towards a new framework	13
Managing team interdependence to address the Great Resignation	13
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management	13
Editorial: The experience of work and experiential workers: mainline and critical perspectives on employee experience	13
Filling the void: the underlying processes of CEO post-retirement role identity reformation	13
Labor market institutions and employee self-reported mental health	13
HRM reactions to crisis situations: a latent class analysis approach	13
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	13
Skilled migrant hiring and selection: organisations’ challenges in embracing diversity in recruitment	13
Bespoke benefits: how idiosyncratic deals shape employee engagement and performance	13
Human resource management, absorptive capacity and reverse knowledge transfer	13
Mutual gains through sustainable employability investments: integrating HRM practices for organisational competitiveness	12
How difficulties in upward voice lead to lateral voice: a case study of a Chinese hospital	12
The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”	12
Inside out and upside down? Perceptions of temporary employment histories in the time of COVID	12
Trust networks, compassionate helping and employee performance	12
Ingratiating with bosses for favourable performance ratings: a serial mediation mechanism	12
Does toxic leadership influence employees’ defensive and aggressive reactions: threat as a mediating mechanism	12
Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study	12
Green human resource management and workplace cheating: a counterintuitive study	12
Your flexible work arrangements impacts my task performance: an attributional perspective	12
Does platform leadership foster subordinates’ innovative behavior? A multilevel moderated mediation analysis	12
Fighting fear: the buffering of well-being-HRM on the effects of nurses’ fear of COVID-19 on job stress and patient care	12