OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management is 2. 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
Retraction statement: Talent management, absorptive capacity, and firm performance: Does it work in China and Russia?	154
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	125
Recruitment brand equity for unknown employers: Examining the effects of recruitment message claim verifiability and credibility on job pursuit intentions	121
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference	120
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure	112
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	76
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development	73
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	67
The rise of the human capital industry and its implications for research	65
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	65
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	49
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	49
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	42
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	39
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI Usage	36
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	34
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	34
Answerable for what? The role of accountability focus in line manager HR implementation	33
Issue Information	32
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	31
Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution	28
Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	27
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	26
The SMART model of work design: A higher order structure to help see the wood from the trees	26
From Strategic HRM to Sustainable HRM? Exploring a Common Good Approach Through a Critical Reflection on Existing Literature	24

One way or another? An international comparison of expatriate performance management in multinational companies	23
Issue Information	23
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Representative‐negotiated i‐deals for people with disabilities	22
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	22
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The road taken and the path forward for HR devolution research: An evolutionary review	22
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Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	22
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	21
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	21
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	19
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	19
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	19
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	19
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	18
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	18
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	17
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	17
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	16
Corrigendum	16
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	15
The multiple roles of network ties in the employee job search process	15
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	15
Investigating electronic word‐of‐mouth on social media: An eye‐tracking approach	15
Creation of the algorithmic management questionnaire: A six‐phase scale development process	15
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	15
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	15
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	14
Human resource executives' relative pay and firm performance	14
When firms adopt sustainable human resource management: A fuzzy‐set analysis	14
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	14
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	14
Issue Information	13
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	13
Issue Information	13
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	13
Issue Information	13
Correction to “Managerial Social Networks and Ambidexterity of SMEs: The Moderating Role of a Proactive Commitment to Innovation”	12
Exploring the pandemic's potential effects on workers' collectivist values, prosocial behaviors, and attitudes toward mistreatment	12
Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	12
Issue Information	12
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A human capital‐based framework of career, well‐being, and social information reasons for managerial lateral job assignment preferences	11
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How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation	11
How and when do prior international experiences lead to global work? A career motivation perspective	11
Managing upward and downward through informal networks in Jordan: The contested terrain of performance management	11
Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM	10
Gender Differences in Job Requirements: Change Within Careers and Across Cohorts	10

Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	9
Issue Information	9
Strategic human resource management in the era of environmental disruptions	9
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	9
Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values”	8
The dark side of leader–member exchange: Observers' reactions when leaders target their teammates for abuse	8
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	8
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Organizational social activities and knowledge management behaviors: An affective events perspective	8
To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance	7
Issue Information	7
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions	7
A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships	7
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	7
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Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills	7
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment	7
Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions	7
Issue Information	7
Issue Information	7
Contingencies in the effects of job‐based pay dispersion on employee attitudes	7
Supporting New Ways of Working for Social Workers Through High Performance Work Practices: Sustaining Professional Identity	6
Issue Information	6
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The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling	5
Effects of formal mentoring support onnewcomer–protégéaffective organizational commitment: aself‐concept‐based perspective	5
Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility	5
Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources	5
Investment in employee developmental climate and employees' continued online learning behaviors: A social influence perspective	5
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	5
Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure	5
Issue Information	5
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	4
Leveraging relational analytics in human resource research and practice	4
Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving	4
Commitment and Quiet Quitting: A Qualitative Longitudinal Study	4
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From Policy to Practice: Unraveling Individual Uptake of Compressed Work Schedules	4
What are interviews for? A qualitative study of employment interview goals and design	4
The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach	4
“You Pretend to Pay Me; I Pretend to Work”: A Multi‐Level Exploration of Quiet Quitting in the Greek Context	3
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Career Guidance and Employment Issues for Neurodivergent Individuals: A Scoping Review and Stakeholder Consultation	3
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Algorithmic HRM control in the gig economy: The app‐worker perspective	3
Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing	3
Relational incongruence in neurodiverse workgroups: Practices for cultivating autistic employee authenticity and belonging	3
Human Resource Management in New Service Arrangements: Extending the Ability, Motivation, Opportunity Framework Into the Gig Economy	3
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	3
Issue Information	3
Commitment capital: Bridging the gap between organizational commitment and human capital resources	3
Dark side of algorithmic management on platform worker behaviors: A mixed‐method study	2
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The Buffering Role of Anti‐Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence	2
The HR ecosystem: Emerging trends and a future research agenda	2
On the Folly of Rewarding Your Version of Performance: Signaling and the Double Empathy Problem in Pay‐For‐Performance Across Neurotypes	2
How does Human Resource Management help service organizations to thrive in uncertainties and risks: Postcrisis as a context	2
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The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	2
Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender	2
Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue‐collar, nonprofit, and managerial work	2
To Be or Not to Be Green? The Double‐Edged Sword of Pro‐Environmental Pressure in the Workplace	2
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	2
Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being	2
HR practices and work relationships: A 20 year review of relational HRM research	2
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