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 2021-06-01 to 2025-06-01.)

Article	Citations
Islamic religiosity: the influence of different forms of hijab on Saudi women’s experience of employment	73
Flexible paths to innovation: mitigating commuting’s impact on creative deviance	41
Online, offline, or both? The importance of coaching format for side effects in business coaching	26
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process	20
How and when team reflexivity influences employee innovative behavior	19
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige	18
Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification	18
Sense and sensibility in psychological contracting: a multi-phasic perspective	17
A dynamic process of different helping behavior: from the extended self-theory perspective	16
Passion in the pit: the effects of harmonious and obsessive passion on nurse burnout	15
Contextual cues matter: advancing personality research through the interactions of implicit and explicit personality with situations	14
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study	13
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage	13
True meaning and due duty: examining how and when career calling promotes employee taking charge	12
Unpacking the black box of salesperson entrepreneurial behavior: the role of family motivation	12
Coworkers’ self-leadership and employees’ knowledge sharing: a moderated chain mediation model	12
Age diversity and team performance – the moderating roles of team LMX quality and differentiation	11
Beliefs about job-seeking strategies: dimensionality, measurement and outcomes	11
Leadership as a philosophical attitude – a qualitative study of reflective practice in everyday working life	11
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation	11
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature	10
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context	10
Role of work ethic in the work–life satisfaction relationship: a longitudinal moderation model	10
Editorial: Addressing the nurse workforce crisis: a call for greater integration of the organizational behavior, human resource management and nursing literatures	10
Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate	9

Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism	9
Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification	9
Mentoring matters: decoding the impact of downward envy on interpersonal conflict, workplace ostracism, and displaced aggression	9
Servant leadership and employee voice: a moderated mediation	9
Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality	9
Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance	9
Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining	8
Decent work and employee performance: a conservation of resources perspective	8
LMX and recruiter incivility toward job seekers: a self-serving attribution perspective	8
The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?	8
Guest editorial: Contemporary managerial issues in the nursing sector	8
AI-powered leadership: a systematic literature review	8
Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model	8
When does witnessing patient mistreatment hurt nurses' performance? Gauging the moderation roles of self-concern and other-orientation	8
Leader failed humor and follower advice seeking	7
Resurrecting the evil genius: examining the relationship between unethical behavior and perceived competence	7
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)	7
Every coin has two sides: a self-determination perspective on the relationship between algorithmic management and gig workers’ job burnout	7
Above and beyond: helping behaviors among nurses in positive and negative reciprocity relationships	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	6
Health-oriented leadership as a job resource: can staff care buffer the effects of job demands on employee health and job satisfaction?	6
Navigating the unspoken: the impact of socio-institutional factors on Pakistani employees’ perceptions of implicit promises	6
Authentic leadership and employee expediency: a moderated mediation framework	6
Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective	6
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction	6
Artificial intelligence in the workplace – challenges, opportunities and HRM framework: a critical review and research agenda for change	6
Dark side of leadership and information technology project success: the role of mindfulness	6
Fear is the path to the dark side: the interplay of leader fear of power loss and leader Machiavellianism on abusive supervision	5
Facades of conformity and cyberloafing: a moderated mediation model	5
How needs frustration and leader gender influence reactions to uncivil subordinates	5
Guest editorial: Mentoring and coaching in the workplace: an introduction	5
Unraveling the dynamics: exploring the nexus between abusive supervision, counterproductive work behaviors and the moderating influence of mindfulness	5
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward	5
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships	5
A one-year prospective study of organizational justice and work attitudes: an extended job demands-resources model	5
From social support to thriving at work via psychological capital: the role of psychosocial safety climate in a weekly study	5
Understanding awe elicitors in the workplace: a qualitative inquiry	5
Performance appraisal interval and employee exploratory innovation behavior: the curvilinear relationship and the boundary conditions	4
The “lasso effect” – toward the development of a theory of motivational contagion	4
Interrupting the crossover effect of leader's role overload on employee's negative affect: the moderating role of self-concordance goal	4
Fit for one or fit for all? The normative theory of fit and the normative and distinctive decomposition of fit	4
Ethical leadership behaviors are their own reward for leaders: a moderated mediation model	4
The influence of multitasking on creative work involvement: a conservation of resources perspective	4
Job experience as a buffer against incivility: a daily diary study	4
Casually cynical or trapped? Exploring gig workers’ reactions to psychological contract violation	4
Exploring hybrid-working preferences of knowledge workers using a stated choice experiment	3
Leading by example: understanding the trickle-down effect of voluntary green behavior in the workplace	3
Trait affectivity and applicant reactions: a multiwave field study	3
The effect of employee STARA awareness on job crafting: exploring the moderating role of positive stress mindset	3

Perceived innovation-oriented human resource system and innovative work behavior: the chain mediating role of innovative culture and intrinsic motivation	3
The impact of knowledge brokering and role crafting on work engagement: a two-wave panel survey of older Japanese workers	3
CEO dark triad traits and organization COVID-19 response: the mediating effect of COVID-19 anxiety and moderating effect of follower self-leadership	3
How do challenge and hindrance stressors differentially influence work-to-family enrichment? The roles of self-esteem and marital power	3
Trust in management and state government mitigate the relationships between individual- and state-level stressors and well-being during COVID-19	3
When it is relevant, I feel grateful: relevant organizational support drives employee customer orientation	3
Differential effects of rude coworkers and patients on nurses' safety performance: an emotional labor perspective	3
How much information to consider when choosing action to change? The impact of managers’ promotion versus prevention focus	3
Double-edged sword of perceived mastery climate on evasive knowledge hiding: the mediating roles of perceived status and perceived social support	3
Avoiding the scenario of “The farmer and the snake”: the dark side of servant leadership and an intervention mechanism	3
Driving for the unique opportunity for work: a qualitative study of nurses' motivation to commute to work	3
Discovering the (mis) alignment of the cultural values of African Americans and HR policies and practices	3
How supervisor ostracism affects employee turnover intention: the roles of employee cynicism and job embeddedness	3
“Thriving at work” or not? Research on the effects of performance pressure based on achievement motivation theory and two-factor theory	3
Linking self-efficacy and organizational identification: a moderated mediation model based on a self-verification perspective	3
Exploring the nonlinear impact of emotional work demands and work passion on job satisfaction	2
More than just managerial self-efficacy: conceptualizing and predicting top managers' means efficacy about the organization under extreme events	2
Workplace incivility during organizational socialization: how new managers, varying in moral identity, perceive (mis)fit	2
Be cautious of your voice when boss is in shame: how manager shame shapes defensive reactions toward employee voice	2
Resolving the double-edged sword of mentoring: the role of generativity	2
The influence of personality on emotional and behavioral responses to psychological contract breach	2
Daily supervisor support, engagement and prosocial behavior: how turnover intentions reduce the resources to pay it forward	2
Linking leader boundary spanning to task performance and its boundary conditions: a conservation of resources perspective	2
Technophobia and the manager’s intention to adopt generative AI: the impact of self-regulated learning and open organisational culture	2
Energizing and depleting? The daily effects of organizationally focused citizenship behaviors	2
Political self-efficacy matters: an investigation of how and when leader political mentoring affects follower political behavior and promotability	2
Mindfulness and creative process engagement: the mediating role of workplace relational systems	2
Muslim employees’ religious and intersectional identities as sources of discrimination: how deeper understanding can improve managerial practice	2
Humanizing GenAI at work: bridging the gap between technological innovation and employee engagement	2
Is it my job? Leaders' family-supportive role perceptions	2
Allocation by effort or contribution? Differences in allocation preferences of the wealth-advantaged and wealth-disadvantaged under effort-contribution imbalance	2
The impact of coaching leadership on work engagement: an empirical study from Chinese context	2
Extending the job demands-resources theory beyond the work domain: narratives of Chinese senior executives	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
Thinking of how you think of me: working cancer survivors' metaperceptions of competence and why they matter	2
Deep-level dissimilarity and leader–member exchange (LMX) quality: the role of status	2
Achieving job performance through agility and innovativeness by strategizing learning ambidexterity	2
Overcoming the inertia problem: harnessing organizational mindfulness for strategic flexibility	2