OOIR: Observatory of International Research

Papers

(The H4-Index of Employee Relations is 19. 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 2021-06-01 to 2025-06-01.)

Article	Citations
Profiling the “big fish in a small pond” and examining which one swims the most happily	56
How and when high commitment work systems backfire on employee unethical pro-organizational behavior	50
Labour remuneration in the healthcare sector of Ukraine in terms of decent work concept	45
The fabric of employee well-being: a conservation of resources approach to decent work conditions in the Turkish garment industry	45
Roads to recovery in remote working. Exploration of the perceptions of energy-consuming elements of remote work and self-promoted strategies toward psychological detachment	39
The role of social partners in facilitating return to work: a comparative analysis for Belgium and Italy	38
Diversity and inclusion in employer branding: an explorative analysis of European companies' digital communication	36
Getting the measure of remote e-working: a revision and further validation of the E-work life scale	34
The multilevel impact of age diversity on group and individual outcomes: role of social integration	32
Designing attractive workplace health promotion programs	30
Effects of employer brand on employee retention in small startup high-tech companies: the moderation of agile value	25
Enriching the concept of employer branding: investigating its impact in the service sector	25
The threshold effect of commitment-oriented HRM practices on employee job performance: the role of employee age	23
Autonomy and new modes of control in digital work contexts – a mixed-methods study of driving professions in food logistics	22
Impact of employee well-being on performance in the context of crisis-induced remote work: role of boundary control and professional isolation	21
Exploring predictors of innovation performance of SMEs: a PLS-SEM approach	21
The perceptions of diversity management and employee performance: UAE perspectives	21
Social interactions at work: why interactive work should be an analytical category in its own right	20
Always good for innovation? Investigating when and why high-performance work systems promote versus inhibit employees’ innovative behavior	20
Changes in the labour market: the perceptions of Romanian employees regarding the use of telework in the post-pandemic period	19
Leading with understanding: cultivating positive relationships between neurotypical leaders and neurodivergent employees	19
Legal framework for the protection of foreign employees in China	19