OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management is 10. 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 2020-04-01 to 2024-04-01.)

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	86
A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go	85
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	74
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	60
Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being	58
Sixty years of research on technology and human resource management: Looking back and looking forward	54
Still in search of strategic human resource management? A review and suggestions for future research with China as an example	54
Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions	51
The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being	47
Employee experience –the missing link for engaging employees: Insights from an MNE's AI‐based HR ecosystem	39
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	37
The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach	34
Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms	31
The shifting boundaries of talent management	29
Employee overqualification and manager job insecurity: Implications for employee career outcomes	28
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	25
Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement	25
Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness	24
High commitment work systems and employee well‐being: The roles of workplace friendship and task interdependence	23
Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda	23
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	22
Strategic human resource management in the era of environmental disruptions	21
A meta‐analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses	21
Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation	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
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	20
Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation model	20
Similarities and differences in international and comparative human resource management: A review of 60 years of research	19
Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations	19
Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior	18
Does women's board representation affect non‐managerial gender inequality?	18
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	17
Does employee humility Foster performance and promotability? Exploring the mechanisms of LMX and peer network centrality in China	16
Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations	16
Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction	16
Home and host distal context and performance appraisal in multinational enterprises: A 22 country study	16
The experience of commitment in the contemporary workplace: An exploratory reexamination of commitment model antecedents	15
Independent professionals as talent: Evidence from individual views of working as a contractor	15
Toward a more sustainable environment: Understanding why and when green training promotes employees' eco‐friendly behaviors outside of work	15
Performance management systems and multinational enterprises: Where we are and where we should go	15
Pre‐crisis commitment human resource management and employees' attitudes in a global pandemic: The role of trust in the government	15
Mapping sexual orientation research in management: A review and research agenda	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
The HR ecosystem: Emerging trends and a future research agenda	14
One way or another? An international comparison of expatriate performance management in multinational companies	13
What you see is what you get? Measuring companies' projected employer image attributes via companies' employment webpages	13
The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise	13
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	11
Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices in Middle East and North Africa subsidiaries	11
The curvilinear effect of perceived overqualification on constructive voice: The moderating role of leader consultation and the mediating role of work engagement	11
Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research	10
The dynamics of diplomatic careers: The shift from traditional to contemporary careers	10
High‐performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability	10
The road taken and the path forward for HR devolution research: An evolutionary review	10
Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions	10
Making the right friends: A social network perspective on newcomer socialization in teams	10
HR ambidexterity and absorptive capacities: A paradox‐based approach to HRM capabilities and practice adoption in MNC subsidiaries	10
Backlash in performance feedback: Deepening the understanding of the role of gender in performance appraisal	10
Pay for beauty? A contingent perspective of CEO facial attractiveness on CEO compensation	10
Hello again: Managing talent with boomerang employees	10