Organizational Dynamics

Papers
(The TQCC of Organizational Dynamics is 8. 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 2022-08-01 to 2026-08-01.)
ArticleCitations
The challenge and necessity of talking about weight at work137
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator73
“Thinking about the people who make the products”: Conversations for Sustainable Futures66
What Henri Fayol couldn’t know: Managing gig workers in the new economy57
Engaging employees who care about the world: From what I need to who I am50
Editorial Board47
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches39
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change36
Unlocking Protean Talent: A game changer for organizations33
Should employees be required to return to the office?30
How to overcome the nine most common teamwork barriers28
Getting educated on strategic pay education28
Can global talent management be good for society?27
Framing sustainability proposals: A toolkit for unlocking internal support27
Social media and situational problem solving for employees' mental health support in organizations26
Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies25
Editorial Board24
Editorial Board24
New CEOs in corporate turnaround situations22
Managing employees who self-plateau21
The ethical edge: Understanding corporate digital responsibility in organizations21
Challenges to effective strategy implementation: Paths to resolution20
Business model idea screening: Advancing toward the Bullseye20
What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work20
A sensemaking approach to strategy making: The role of the leader in times of ambiguity19
Steering through the storm: Managing startup growth and pivots19
Global talent unleashed: Navigating the promise and pitfalls of technology19
Creating and leveraging actionable mission statements19
Demonstrating the importance of the strategy implementation process to an entire organization17
Bridging ideas and market success: A framework for managing proof-of-concept projects15
Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks15
Mindfulness in organizations: Turning a trend into a trait14
TRACES of trust: A framework for leading amid digital oversight14
Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry14
Ethical considerations of generative AI-enabled human resource management13
When remote work works better: How fit and autonomy shape employee outcomes13
Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help12
Between tradition and modernity – The overlooked dimension of informal networks in female leadership in Korea12
Editorial Board12
Implementing firm strategy in the informal economy11
Totally (Savannah) Bananas: The benefits of a mission-driven culture10
Hybrid team management: The long and winding road10
Avoiding conflict during transition to AI10
Recognizing new complementarities before they become common sense – The role of similarity recognition9
Distinguishing between destructive and constructive resistance in strategy implementation processes9
Fostering hybrid team performance through inclusive leadership strategies8
Celebrate the legacy of traditional firms8
Skills-first HR: a key enabler of future global strategy8
Architecting human resource management systems with positive psychological capital8
Cultivating place identity at work8
Paradox of artificial intelligence as teammate8
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