OOIR: Observatory of International Research

Papers

(The H4-Index of Human Resource Management is 23. 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
The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal	92
How workplace support for the COVID‐19 pandemic and personality traits affect changes in employees' affective commitment to the organization and job‐related well‐being	79
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitme	62
Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being	61
Still in search of strategic human resource management? A review and suggestions for future research with China as an example	60
Sixty years of research on technology and human resource management: Looking back and looking forward	57
Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions	54
The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being	53
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	48
Employee experience –the missing link for engaging employees: Insights from an MNE's AI‐based HR ecosystem	43
The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach	36
Employee overqualification and manager job insecurity: Implications for employee career outcomes	32
Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms	32
The shifting boundaries of talent management	31
A new look at the relationships between transformational leadership and employee attitudes—Does a high‐performance work system substitute and/or enhance these relationships?	27
Downsizing and surviving employees' engagement and strain: The role of job resources and job demands	27
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	26
Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness	26
Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement	25
High commitment work systems and employee well‐being: The roles of workplace friendship and task interdependence	24
Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda	24
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	23
Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation model	23