OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management is 13. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	293
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	212
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	158
Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers?	130
Issue Information	119
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	108
Neurodiversity at Work: Challenges and Opportunities for Human Resource Management	106
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	106
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	85
Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions	69
The rise of the human capital industry and its implications for research	66
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	62
Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integ	60
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	58
Answerable for what? The role of accountability focus in line manager HR implementation	51
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	50
Managers' Decisions About Informal Accommodation Requests by Employees With and Without Disabilities	48
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	41
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	40
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	39
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	38
How Signals of Silence Sustain Sexual Harassment and What to Do About It	36
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	36
The SMART model of work design: A higher order structure to help see the wood from the trees	34
	34

Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	34
The Illusion of Performance Management	31
Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)	31
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	31
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	31
	30
From Digital Strings to Negotiated Wings: Consequences of Electronic Performance Monitoring and Development Idiosyncratic Deals	30
From Static Fit to Dynamic Alignment: The Emergence and Evolution of HR Ecosystems in Fragmented Workplaces	30
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	29
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs : An Exchange Perspective	29
	29
The Influence of TMT Gender Diversity on Corporate Environmental Strategies: A Power Equality Perspective	26
Balancing Efficiency and Safety: How and When Algorithmic Management Induces Gig Workers' Unsafe Behavior	26
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	26
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	25
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	25
Micro‐Foundations of “ Doing Well by Doing Good ”: Multilevel Effects of Work‐Life Policies on Employee Well‐Being and Sales Growth	25
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	25
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	24
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	24
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	23
Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective	23
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	23
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	22
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	22
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	22
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	22
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	21
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	21
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	20
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	20
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	19
Human resource executives' relative pay and firm performance	18
The multiple roles of network ties in the employee job search process	18
Creation of the algorithmic management questionnaire: A six‐phase scale development process	18
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	17
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	16
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	16
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	16
When firms adopt sustainable human resource management: A fuzzy‐set analysis	16
	15
Leveraging Employees' Social Capital for Organizational Resilience in Small and Medium‐Sized Enterprises: The Role of High‐Involvement Work Practices	15
Issue Information	15
Issue Information	15
Manager‐Rated Cooperative Climate as a Driver of Business‐Establishment Financial Performance: The Role of Employee Racioethnic Diversity as a Contextual Boundary Condition	15
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	15
Building High Involvement Work Systems in the Digital Era: Employee Experience‐Oriented Digital HRM and Employee Involvement	14
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	14
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	14
Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	14

Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	14
Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences	13
How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation	13
	13