OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management is 12. 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
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	40
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	40
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	38
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	34
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
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	31
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	31

The SMART model of work design: A higher order structure to help see the wood from the trees	30
Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	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
Issue Information	26
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	26
	25
The Illusion of Performance Management	25
	25
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	24
	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
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	22
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
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
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	19
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	19
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
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
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	17
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
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
Human resource executives' relative pay and firm performance	15
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
Issue Information	14
Issue Information	14
When firms adopt sustainable human resource management: A fuzzy‐set analysis	14
Issue Information	14
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	13
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	13
	13
Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	12
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
	12