OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management is 14. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	283
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	204
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	153
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	126
Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers?	114
Issue Information	107
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	103
Neurodiversity at Work: Challenges and Opportunities for Human Resource Management	100
The rise of the human capital industry and its implications for research	82
Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions	66
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	60
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	58
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	57
Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integ	55
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	51
Answerable for what? The role of accountability focus in line manager HR implementation	51
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	49
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	43
Managers' Decisions About Informal Accommodation Requests by Employees With and Without Disabilities	39
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	39
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	37
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	37
How Signals of Silence Sustain Sexual Harassment and What to Do About It	36
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	36
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	33

Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	31
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Issue Information	29
The SMART model of work design: A higher order structure to help see the wood from the trees	29
The Illusion of Performance Management	29
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	29
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	29
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs : An Exchange Perspective	28
Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)	28
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	28
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	27
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	27
Balancing Efficiency and Safety: How and When Algorithmic Management Induces Gig Workers' Unsafe Behavior	26
The Influence of TMT Gender Diversity on Corporate Environmental Strategies: A Power Equality Perspective	26
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	25
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	25
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	24
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	23
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	23
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	22
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	22
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	22
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	22
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	21
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	21
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	21
Creation of the algorithmic management questionnaire: A six‐phase scale development process	21
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	20
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	20
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	20
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	20
The multiple roles of network ties in the employee job search process	20
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	20
Human resource executives' relative pay and firm performance	19
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	18
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	18
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	18
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	17
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
Building High Involvement Work Systems in the Digital Era: Employee Experience‐Oriented Digital HRM and Employee Involvement	15
Issue Information	15
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	15
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	15
	15
Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences	14
Classification Performance of Supervised Machine Learning to Predict Human Resource Management Outcomes: A Meta‐Analysis Using Cross‐Classified Multilevel Modeling	14
Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	14

Issue Information	14
Manager‐Rated Cooperative Climate as a Driver of Business‐Establishment Financial Performance: The Role of Employee Racioethnic Diversity as a Contextual Boundary Condition	14
Leveraging Employees' Social Capital for Organizational Resilience in Small and Medium‐Sized Enterprises: The Role of High‐Involvement Work Practices	14
	14
Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	14