OOIR: Observatory of International Research

Papers

(The median citation count of Journal of Managerial Psychology is 2. 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 2021-11-01 to 2025-11-01.)

Article	Citations
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige	28
Flexible paths to innovation: mitigating commuting’s impact on creative deviance	23
How does servant leadership work in times of uncertainty? Examining servant leadership and perceived job insecurity during significant organizational change	22
Editorial: Farewell and thank you from your outgoing editor	19
Online, offline, or both? The importance of coaching format for side effects in business coaching	18
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process	18
Islamic religiosity: the influence of different forms of hijab on Saudi women’s experience of employment	18
Sense and sensibility in psychological contracting: a multi-phasic perspective	17
Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification	17
Unmasking the silent threat: AI-induced human capital obsolescence and business failure	16
Contextual cues matter: advancing personality research through the interactions of implicit and explicit personality with situations	15
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage	14
True meaning and due duty: examining how and when career calling promotes employee taking charge	14
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study	14
Coworkers’ self-leadership and employees’ knowledge sharing: a moderated chain mediation model	13
Publisher’s Note	13
Beliefs about job-seeking strategies: dimensionality, measurement and outcomes	13
Unpacking the black box of salesperson entrepreneurial behavior: the role of family motivation	13
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context	12
Editorial: Addressing the nurse workforce crisis: a call for greater integration of the organizational behavior, human resource management and nursing literatures	12
Age diversity and team performance – the moderating roles of team LMX quality and differentiation	12
Leadership as a philosophical attitude – a qualitative study of reflective practice in everyday working life	12
Role of work ethic in the work–life satisfaction relationship: a longitudinal moderation model	12
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation	12
Mentoring matters: decoding the impact of downward envy on interpersonal conflict, workplace ostracism, and displaced aggression	11

Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification	11
Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism	11
Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate	11
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature	11
Why do newer generation employees trust their inclusive leaders more? Evidence from the Chinese context	10
Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining	10
Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance	10
The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?	10
Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality	10
Leader humor and employee creativity: an empirical study based on the perspective of binary stress	10
Guest editorial: Contemporary managerial issues in the nursing sector	9
Decent work and employee performance: a conservation of resources perspective	9
AI-powered leadership: a systematic literature review	9
Resurrecting the evil genius: examining the relationship between unethical behavior and perceived competence	9
LMX and recruiter incivility toward job seekers: a self-serving attribution perspective	9
Above and beyond: helping behaviors among nurses in positive and negative reciprocity relationships	8
Promoting well-being and performance in remote teams: the moderating effect of supportive leadership	8
A self-motive perspective on employees' mixed reactions to workplace imitation	8
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)	8
Every coin has two sides: a self-determination perspective on the relationship between algorithmic management and gig workers’ job burnout	8
Leader failed humor and follower advice seeking	8
Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model	8
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction	7
Artificial intelligence in the workplace – challenges, opportunities and HRM framework: a critical review and research agenda for change	7
The dark side of leave: how voluntary leave shapes preferences for male and female supervisors	7
How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory	7
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships	6
Dark side of leadership and information technology project success: the role of mindfulness	6
Navigating the unspoken: the impact of socio-institutional factors on Pakistani employees’ perceptions of implicit promises	6
Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective	6
Facades of conformity and cyberloafing: a moderated mediation model	6
Authentic leadership and employee expediency: a moderated mediation framework	6
The bad, the very bad and the ugly: towards an integrated model of dark leadership	6
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward	6
Goal orientation and servant leadership: the mediating role of affect spin	6
Interrupting the crossover effect of leader's role overload on employee's negative affect: the moderating role of self-concordance goal	5
Understanding awe elicitors in the workplace: a qualitative inquiry	5
A one-year prospective study of organizational justice and work attitudes: an extended job demands-resources model	5
Guest editorial: Mentoring and coaching in the workplace: an introduction	5
How needs frustration and leader gender influence reactions to uncivil subordinates	5
Reactions to mega-threats among members of the harming group: a moral cleansing approach	5
Fear is the path to the dark side: the interplay of leader fear of power loss and leader Machiavellianism on abusive supervision	5
Performance appraisal interval and employee exploratory innovation behavior: the curvilinear relationship and the boundary conditions	5
Unraveling the dynamics: exploring the nexus between abusive supervision, counterproductive work behaviors and the moderating influence of mindfulness	5
From social support to thriving at work via psychological capital: the role of psychosocial safety climate in a weekly study	5
Job experience as a buffer against incivility: a daily diary study	5
Fit for one or fit for all? The normative theory of fit and the normative and distinctive decomposition of fit	4
Unveiling the origins of psychological contract perceptions: a systematic review of 30 years of psychological contract antecedents research	4
Driving for the unique opportunity for work: a qualitative study of nurses' motivation to commute to work	4
Trust in management and state government mitigate the relationships between individual- and state-level stressors and well-being during COVID-19	4

CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership	4
The influence of multitasking on creative work involvement: a conservation of resources perspective	4
Bridging beliefs and actions: unraveling the impacts of ideological psychological contract fulfillment on employee citizenship behavior in the workplace	4
Ethical leadership behaviors are their own reward for leaders: a moderated mediation model	4
How do challenge and hindrance stressors differentially influence work-to-family enrichment? The roles of self-esteem and marital power	4
Trait affectivity and applicant reactions: a multiwave field study	4
How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus	4
Double-edged sword of perceived mastery climate on evasive knowledge hiding: the mediating roles of perceived status and perceived social support	4
Casually cynical or trapped? Exploring gig workers’ reactions to psychological contract violation	4
The “lasso effect” – toward the development of a theory of motivational contagion	4
The impact of knowledge brokering and role crafting on work engagement: a two-wave panel survey of older Japanese workers	4
Exploring hybrid-working preferences of knowledge workers using a stated choice experiment	4
Political self-efficacy matters: an investigation of how and when leader political mentoring affects follower political behavior and promotability	3
Avoiding the scenario of “The farmer and the snake”: the dark side of servant leadership and an intervention mechanism	3
Technophobia and the manager’s intention to adopt generative AI: the impact of self-regulated learning and open organisational culture	3
The effect of employee STARA awareness on job crafting: exploring the moderating role of positive stress mindset	3
Differential effects of rude coworkers and patients on nurses' safety performance: an emotional labor perspective	3
Pressured role modeling effect: a trickle-down model of leader OCB via citizenship pressure	3
When it is relevant, I feel grateful: relevant organizational support drives employee customer orientation	3
The impact of coaching leadership on work engagement: an empirical study from Chinese context	3
Workplace incivility during organizational socialization: how new managers, varying in moral identity, perceive (mis)fit	3
Outcomes of knowledge hiding and global contingencies: a meta-analysis	3
Leading by example: understanding the trickle-down effect of voluntary green behavior in the workplace	3
“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory	3
Energizing and depleting? The daily effects of organizationally focused citizenship behaviors	3
The influence of ethnicity on cultural values and the performance management process	3
Authentic leadership and employee voice: a self-verification perspective	3
How does perceived job stress induce authoritarian leadership behavior? The role of recovery level and proactive personality	3
Perceived innovation-oriented human resource system and innovative work behavior: the chain mediating role of innovative culture and intrinsic motivation	3
Discovering the (mis) alignment of the cultural values of African Americans and HR policies and practices	3
Linking self-efficacy and organizational identification: a moderated mediation model based on a self-verification perspective	3
How supervisor ostracism affects employee turnover intention: the roles of employee cynicism and job embeddedness	3
Psychological contract violation and knowledge sharing: a moderated mediation model	3
Linking leader boundary spanning to task performance and its boundary conditions: a conservation of resources perspective	3
Diversity-related psychological contract breaches and turnover intention: a moderated-mediation model of diversity HR practices and engagement	2
Coping with interest incongruence: the joint roles of proactive personality and job crafting	2
The effects of perceived overqualification on spouse undermining and support	2
Reintegration in the workplace: a restorative justice perspective	2
Resolving the double-edged sword of mentoring: the role of generativity	2
Commitment is not enough: how and when occupational commitment influence employees' organizational turnover intention	2
Be cautious of your voice when boss is in shame: how manager shame shapes defensive reactions toward employee voice	2
Exploring the nonlinear impact of emotional work demands and work passion on job satisfaction	2
Humanizing GenAI at work: bridging the gap between technological innovation and employee engagement	2
Muslim employees’ religious and intersectional identities as sources of discrimination: how deeper understanding can improve managerial practice	2
More vocal when satisfied: the effect of need satisfaction on employees' voice to coworkers	2
Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers	2
Thinking of how you think of me: working cancer survivors' metaperceptions of competence and why they matter	2
Non-work-related instant messaging in the workplace and daily task performance: complementarity between social and cognitive resources	2
Daily supervisor support, engagement and prosocial behavior: how turnover intentions reduce the resources to pay it forward	2
The influence of personality on emotional and behavioral responses to psychological contract breach	2
Allocation by effort or contribution? Differences in allocation preferences of the wealth-advantaged and wealth-disadvantaged under effort-contribution imbalance	2
Extending the job demands-resources theory beyond the work domain: narratives of Chinese senior executives	2
Deep-level dissimilarity and leader–member exchange (LMX) quality: the role of status	2
Open-office noise and information processing	2
Two-faced employers? Employee psychological withdrawal reactions to employer signals during times of uncertainty	2
Null effects of age and gender on worker well-being, work-family conflict and performance while working remotely during the Covid-19 pandemic	2
Achieving job performance through agility and innovativeness by strategizing learning ambidexterity	2
Overcoming the inertia problem: harnessing organizational mindfulness for strategic flexibility	2
Mindfulness and creative process engagement: the mediating role of workplace relational systems	2