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 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
Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms	32
Employee overqualification and manager job insecurity: Implications for employee career outcomes	32
The shifting boundaries of talent management	31
Downsizing and surviving employees' engagement and strain: The role of job resources and job demands	27
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
Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness	26
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	26
Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement	25
Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda	24
High commitment work systems and employee well‐being: The roles of workplace friendship and task interdependence	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
Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation	22
A meta‐analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses	21

Strategic human resource management in the era of environmental disruptions	21
The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality	21
Crafting job demands and employee creativity: A diary study	21
Similarities and differences in international and comparative human resource management: A review of 60 years of research	20
Does women's board representation affect non‐managerial gender inequality?	20
Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations	19
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	19
Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior	18
Toward a more sustainable environment: Understanding why and when green training promotes employees' eco‐friendly behaviors outside of work	17
Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction	17
Pre‐crisis commitment human resource management and employees' attitudes in a global pandemic: The role of trust in the government	17
Does employee humility Foster performance and promotability? Exploring the mechanisms of LMX and peer network centrality in China	17
Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations	16
Home and host distal context and performance appraisal in multinational enterprises: A 22 country study	16
Mapping sexual orientation research in management: A review and research agenda	16
The experience of commitment in the contemporary workplace: An exploratory reexamination of commitment model antecedents	15
The HR ecosystem: Emerging trends and a future research agenda	15
Performance management systems and multinational enterprises: Where we are and where we should go	15
Independent professionals as talent: Evidence from individual views of working as a contractor	15
The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise	14
The paths from insider to outsider: A review of employee exit transitions	14
Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources	14
What you see is what you get? Measuring companies' projected employer image attributes via companies' employment webpages	14
Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research	13
The curvilinear effect of perceived overqualification on constructive voice: The moderating role of leader consultation and the mediating role of work engagement	13
One way or another? An international comparison of expatriate performance management in multinational companies	13
Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices in Middle East and North Africa subsidiaries	12
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	12
Who pays the penalty? Implications of gender pay disparities within top management teams for firm performance	12
Making the right friends: A social network perspective on newcomer socialization in teams	12
Pay for beauty? A contingent perspective of CEO facial attractiveness on CEO compensation	11
The dynamics of diplomatic careers: The shift from traditional to contemporary careers	11
Backlash in performance feedback: Deepening the understanding of the role of gender in performance appraisal	11
High‐performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability	11
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	10
The road taken and the path forward for HR devolution research: An evolutionary review	10
Navigating the era of disruption: How emotions can prompt job crafting behaviors	10
HR ambidexterity and absorptive capacities: A paradox‐based approach to HRM capabilities and practice adoption in MNC subsidiaries	10
It takes two to tango: Knowledge transfer between expatriates and host country nationals	10
Hello again: Managing talent with boomerang employees	10
Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions	10
How does affect relate to job search effort and success? It depends on pleasantness, activation, and core self‐evaluations	9
Appraising the revamped performance management system in Indian IT multinational enterprises: The employees' perspective	9
Strategic human resource management in the context of environmental crises: A COVID‐19 test	9
Assessing job crafting competencies to predict tradeoffs between competing outcomes	9
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	9
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	8
Recruitment brand equity for unknown employers: Examining the effects of recruitment message claim verifiability and credibility on job pursuit intentions	8
Organizational social activities and knowledge management behaviors: An affective events perspective	8
Does human resource system strength help employees act proactively? The roles of crisis strength and work engagement	8

The dark side of leader–member exchange: Observers' reactions when leaders target their teammates for abuse	8
Does pay for individual performance truly undermine employee creativity? The different moderating roles of vertical and horizontal collectivist orientations	8
Exploring the pandemic's potential effects on workers' collectivist values, prosocial behaviors, and attitudes toward mistreatment	7
Investigating electronic word‐of‐mouth on social media: An eye‐tracking approach	7
Too smart to work hard? Investigating why overqualified employees engage in time theft behaviors	7
Distance matters! The role of employees' age distance on the effects of workforce age heterogeneity on firm performance	7
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	7
Unraveling the relationship between high‐performance work systems and firm performance: A mediation analysis	7
Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition	7
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	6
The virtuous cycle of diversity	6
The treatment of disabled individuals in small, medium‐sized, and large firms	6
Chief executive officer positive framing and employee ownership	6
HR practices and work relationships: A 20 year review of relational HRM research	5
Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution	5
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure	5
A human capital‐based framework of career, well‐being, and social information reasons for managerial lateral job assignment preferences	5
The effects of mentor alcohol use norms on mentorship quality: The moderating role of protégé traditionality	5
Work‐role overload, work–life conflict, and perceived career plateau: The moderating role of emotional stability	5
Social networks and citizenship behavior: The mediating effect of organizational identification	5
Effective communication for relational coordination in remote work: How job characteristics and HR practices shape user–technology interactions	5
Looking up and fitting in: Team leaders' and members' behaviors and attitudes toward the environment in an MNC	4
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference	4
A vicious cycle of symbolic tokenism: The gendered effects of external board memberships on chief executive officer compensation	4
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	4
Unintended consequences of promotions: Importance of annual incentives for performance management systems	4
A contingency approach to HRM and firm innovation: The role of national cultures	4
An investigation of corporate directors' responses to CEO pay ratio disclosures and say‐on‐pay votes	4
The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	4
Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions	4
Too much tenure? Nonlinear effects and moderated influences of unit‐level tenure and labor productivity	4
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	3
The SMART model of work design: A higher order structure to help see the wood from the trees	3
A social network perspective on workplace inclusion: The role of network closure, network centrality, and need for affiliation	3
How and when do prior international experiences lead to global work? A career motivation 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
When firms adopt sustainable human resource management: A fuzzy‐set analysis	3
Gender diversity advantage at middle management: Implications for high performance work system improvement and organizational performance	3
Algorithmic HRM control in the gig economy: The app‐worker perspective	3
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	3
Drivers of diversity on boards: The impact of the Sarbanes‐Oxley act	3
To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance	2
A skills‐matching perspective on talent management: Developing strategic agility	2
Stingy principals or benevolent stewards: Reward practices in family versus nonfamily trucking companies	2
	2
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	2
	2
Family CEO successor and firm performance: The moderating role of sustainable HRM practices and corporate philanthropy	2
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	2
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	2
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development	2
Advancing work–life supportive contexts for the “haves” and “have nots”: Integrating supervisor training with work–life flexibility to impact exhaustion or engagement	2
Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	2
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	2
The multiple roles of network ties in the employee job search process	2
Creation of the algorithmic management questionnaire: A six‐phase scale development process	2