OOIR: Observatory of International Research

Papers

(The TQCC of Organizational Dynamics is 7. 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 2022-01-01 to 2026-01-01.)

Article	Citations
“Thinking about the people who make the products”: Conversations for Sustainable Futures	99
Engaging employees who care about the world: From what I need to who I am	92
Management attention and cyber risk position	88
What Henri Fayol couldn’t know: Managing gig workers in the new economy	50
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change	44
Unlocking Protean Talent: A game changer for organizations	39
Should employees be required to return to the office?	37
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator	35
The challenge and necessity of talking about weight at work	33
Supporting the productivity and wellbeing of remote workers	33
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches	28
Can global talent management be good for society?	24
You Take the High Road…I’ll Take the Low Road	23
Getting educated on strategic pay education	21
Social media and situational problem solving for employees' mental health support in organizations	20
How to overcome the nine most common teamwork barriers	20
New CEOs in corporate turnaround situations	19
From good citizens to bad politicians	19
The ethical edge: Understanding corporate digital responsibility in organizations	18
Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies	18
Bridging ideas and market success: A framework for managing proof-of-concept projects	18
Editorial Board	18
Business model idea screening: Advancing toward the Bullseye	16
Demonstrating the importance of the strategy implementation process to an entire organization	15
Managing employees who self-plateau	15

A sensemaking approach to strategy making: The role of the leader in times of ambiguity	15
Challenges to effective strategy implementation: Paths to resolution	15
Avoiding the Best Practices Trap in Family Business Succession	14
Global talent unleashed: Navigating the promise and pitfalls of technology	14
Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry	14
Creating and leveraging actionable mission statements	14
Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks	14
What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work	14
When remote work works better: How fit and autonomy shape employee outcomes	13
TRACES of trust: A framework for leading amid digital oversight	13
Ethical considerations of generative AI-enabled human resource management	13
Mindfulness in organizations: Turning a trend into a trait	13
Editorial Board	12
Narcissistic leaders: The good, the bad, and recommendations	12
Between tradition and modernity – The overlooked dimension of informal networks in female leadership in Korea	12
Shared Sisterhood™	12
How to create psychological safety in virtual teams	11
Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help	11
Hybrid team management: The long and winding road	10
Implementing firm strategy in the informal economy	10
Totally (Savannah) Bananas: The benefits of a mission-driven culture	9
Business in the swamp	9
High-quality listening in the age of COVID-19	9
Avoiding conflict during transition to AI	9
Recognizing new complementarities before they become common sense – The role of similarity recognition	8
Architecting human resource management systems with positive psychological capital	8
Distinguishing between destructive and constructive resistance in strategy implementation processes	7
Cultivating place identity at work	7
Paradox of artificial intelligence as teammate	7
Skills-first HR: a key enabler of future global strategy	7
Fostering hybrid team performance through inclusive leadership strategies	7