OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management is 3. 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
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	231
Retraction statement: Talent management, absorptive capacity, and firm performance: Does it work in China and Russia?	170
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development	156
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure	121
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference	106
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	94
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	91
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	75
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	72
Issue Information	60
Neurodiversity at Work: Challenges and Opportunities for Human Resource Management	53
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	52
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	48
The rise of the human capital industry and its implications for research	47
Answerable for what? The role of accountability focus in line manager HR implementation	45
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	44
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	41
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	40
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	40
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	38
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	34
It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory	34
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	34
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	31
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	31

Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	30
The SMART model of work design: A higher order structure to help see the wood from the trees	30
Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution	28
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	28
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	26
Issue Information	26
The Illusion of Performance Management	25
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You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	24
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs : An Exchange Perspective	23
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	23
Representative‐negotiated i‐deals for people with disabilities	22
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	22
Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective	22
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	22
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	22
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	21
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	20
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	20
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	19
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	19
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	18
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	18
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	18
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	18
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	18
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	18
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	17
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	16
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	16
Creation of the algorithmic management questionnaire: A six‐phase scale development process	16
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	16
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	16
Investigating electronic word‐of‐mouth on social media: An eye‐tracking approach	16
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	16
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	15
The multiple roles of network ties in the employee job search process	15
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	15
Human resource executives' relative pay and firm performance	15
Issue Information	14
When firms adopt sustainable human resource management: A fuzzy‐set analysis	14
Issue Information	14
Issue Information	14
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	13
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Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	13
Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences	12
Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	12

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Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	12
Strategic human resource management in the era of environmental disruptions	11
Addressing Gender in Authenticity and Inclusion at Work: Nuancing Conservation of Resources Theory With Social Role Theory	11
Managing upward and downward through informal networks in Jordan: The contested terrain of performance management	11
Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	11
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 the human resource (HR) function adds strategic value: A relational perspective of the HR function	10
Gender Differences in Job Requirements: Change Within Careers and Across Cohorts	10
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	10
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Issue Information	10
Classification Performance of Supervised Machine Learning to Predict Human Resource Management Outcomes: A Meta‐Analysis Using Cross‐Classified Multilevel Modeling	10
Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM	10
Thriving at Work: A Synthesis of Human Resource Management Perspectives and a Future Research Agenda	10
Organizational social activities and knowledge management behaviors: An affective events perspective	9
Keep Up the Good Work… or Else! Exploring Supervisor Responses to Quiet Quitting	9
Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values”	9
Issue Information	9
Issue Information	8
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	8
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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	8
To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance	8
Sustainable Work and Employment in Social Care: New Challenges, New Priorities	8
Issue Information	8
Issue Information	8
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions	8
Issue Information	7
Contingencies in the effects of job‐based pay dispersion on employee attitudes	7
Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions	7
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Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills	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
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The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling	6
Employer Responsiveness to Online Reviews: A Signal of Caring About Employees	6
Effects of formal mentoring support onnewcomer–protégéaffective organizational commitment: aself‐concept‐based perspective	6
Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure	6
Exploring Coworker Perceptions of and Reactions to Quiet Quitting	6
Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources	6
Supporting New Ways of Working for Social Workers Through High Performance Work Practices: Sustaining Professional Identity	5
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	5
Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving	5
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	5
Issue Information	5
Improvising for Learning: How and When Firm‐Level HRM Systems Drive Team Exploratory and Exploitative Learning	5
I‐Deals for Some Employees May (Not) Be Ideal for the Team: Positive and Negative Relationships Between I‐Deals Differentiation and Team Effectiveness	5
Investment in employee developmental climate and employees' continued online learning behaviors: A social influence perspective	5
Work Has Changed, Has HRM? Designing for the Distributed, Fragmented, and Fluid Era	5
The Dynamics and Complexities of Return‐to‐Office Policies	5
Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing	4
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
Social Class Signals in Recruitment: Investigating When and Why Signal Relevance and Job's Customer Contact Requirement Shape Hiring Outcomes	4
The Evolving Future of Work: Implications for Newcomer Adaptability and Connectivity During Organizational Socialization	4
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Leveraging relational analytics in human resource research and practice	4
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Commitment and Quiet Quitting: A Qualitative Longitudinal Study	4
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	4
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That's Not What I Was Promised! Psychological Contracts and Quiet Quitting	4
Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility	4
Human Resource Management in New Service Arrangements: Extending the Ability, Motivation, Opportunity Framework Into the Gig Economy	4
“You Pretend to Pay Me; I Pretend to Work”: A Multi‐Level Exploration of Quiet Quitting in the Greek Context	4
Algorithmic HRM control in the gig economy: The app‐worker perspective	4
Career Guidance and Employment Issues for Neurodivergent Individuals: A Scoping Review and Stakeholder Consultation	3
Commitment capital: Bridging the gap between organizational commitment and human capital resources	3
Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being	3
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Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender	3
HR practices and work relationships: A 20 year review of relational HRM research	3
The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	3
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Relational incongruence in neurodiverse workgroups: Practices for cultivating autistic employee authenticity and belonging	3
Issue Information	3
The Buffering Role of Anti‐Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence	3
The HR ecosystem: Emerging trends and a future research agenda	3