OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Business and Psychology is 7. 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
“When I Have the Advantage, I Prefer AI!” The Influence of an Applicant’s Relative Advantage on the Preference for Artificial Intelligence Decision-making	200
The Bright, Dark, and Gray Sides of Risk Takers at Work: Criterion Validity of Risk Propensity for Contextual Work Performance	54
Effects of Cognition-based and Affect-based Trust Attitudes on Trust Intentions	50
Spoiled Rotten? LMXSC Motivates Greater Supervisor-Directed Deviance in Individuals Who Were Overindulged as Children	48
A Call to Action: Six Anti-Black Racism Topics Practitioners Encourage Researchers to Investigate	40
Followers’ Motives as Moderators of the Effects of Transformational Leadership Behaviors on Follower Outcomes and Leaders’ Influence	29
Why Do You Ask? The Effects of Perceived Motives on the Effort that Managers Allocate Toward Delivering Feedback	28
Error Disclosure Climate and Safety Climate Trajectories: the Mediating Role of Counterfactual Sharing	26
I Caught It, Now What Do I Do With It? Controlling For Insufficient Effort Responding	24
Correction to: Interest Gaps in the Labor Market: Comparing People's Vocational Interests with National Job Demands	24
Well-being: the Ultimate Criterion for Organizational Sciences	23
The Impact of Inclusive Leadership on Team Innovation: A Moderated Chain Mediation Model	23
From Helping to Helpful: a Social Network Examination of Workplace Helpfulness at Multiple Levels	23
Cognitive Ability and Job Performance: Meta-analytic Evidence for the Validity of Narrow Cognitive Abilities	22
Like Leader, Like Follower: Impact of Leader–Follower Identification Transfer on Follower Outcomes	22
When Positives and Negatives Collide: Evidence for a Systematic Model of Employees’ Strategies for Coping with Ambivalence	21
Servant Leadership and Cooperation: The Moderating Role of Leader Group Prototypicality	21
Does Being Authentic Promote Self-actualization at Work? Examining the Links Between Work-Related Resources, Authenticity at Work, and Occupational Self-actualization	19
Remote but Not Forgotten: Ameliorating the Negative Effects of Professional Isolation Through Family Supportive Supervisor Behaviors and Schedule Flexibility	19
How to Induce an Error Management Climate: Experimental Evidence from Newly Formed Teams	19
Conflict Behaviors Mediate Effects of Manipulated Leader-Member Exchange on Team-Oriented Outcomes	19
It’s a Matter of Organizational Pride: How Perceptions of Organizational Virtuousness and Competence Affect Employee Behaviors	18
From Social Burden to Support Elicitation: Development and Validation of a New Measure of Workplace Support Elicitation Experiences	17
Recovery and Recidivism: The Aftermath of Helping the Organization Unethically	16
Black Physicians’ Experiences with Anti-Black Racism in Healthcare Systems Explored Through An Attraction-Selection-Attrition Lens	16

Deep Learning in Employee Selection: Evaluation of Algorithms to Automate the Scoring of Open-Ended Assessments	15
Can Brief Video Trainings Reduce Bias and Improve Knowledge and Attitudes Toward Applicants with Disabilities?	15
Psychological and Hierarchical Closeness as Opposing Factors in Whistleblowing: A Meta-Analysis	15
The Impacts of Distinct Motives on Promotive and Prohibitive Voice: The Differential Moderating Role of Perceived Voice Level	14
Humans as Creativity Gatekeepers: Are We Biased Against AI Creativity?	14
Correction to: The Double‑Edged Sword of Job‑Relevant News Consumption: a Within‑Person Examination of the Costs and Benefits for Employees	14
The Positive Spillover of Managers’ Ally Work: Perceptions of Manager Liberalism and Its Effect on Employee Volunteering	14
Granting Leadership to Asian Americans: the Activation of Ideal Leader and Ideal Follower Traits on Observers’ Leadership Perceptions	14
HOT and Attractive? The Hazardous Organization Tool as an Instrument to Avoid Attracting and Retaining People with Low Ethical Standards	14
The Open Science Challenge: Adopt One Practice that Enacts Widely Shared Values	13
The Burden of Hate: How Nonwork Discrimination Experienced During the COVID-19 Pandemic Impacts Asian American Employees	13
Correction to: The Role of Time, Skill Emphasis, and Verifiability in Job Applicants’ Self‑Reported Skill and Experience	12
Optimizing Measurement Reliability in Within-Person Research: Guidelines for Research Design and R Shiny Web Application Tools	12
The Effect of Negative Workplace Gossip about Supervisor on Workplace Deviance and Impression Management: The Mediating Roles of Anxiety and Guilt	12
Interest Gaps in the Labor Market: Comparing People’s Vocational Interests with National Job Demands	12
Disentangling the Creative Process: an Examination of Differential Antecedents and Outcomes for Specific Process Elements	11
Supervisor Ostracism and Employees’ Emotional Labor: The Moderating Effect of Interpersonal Harmony	11
Interplay between Safety Climate and Emotional Exhaustion: Effects on First Responders’ Safety Behavior and Wellbeing Over Time	11
Gone Fishin’: Addressing Completeness, Accuracy, and Representativeness in the Search and Coding Processes of Meta-Analyses in the Organizational Sciences	11
Perceived Red Tape and Precursors of Turnover: the Roles of Work Engagement and Career Adaptability	10
Open-Minded Discussion in Organizations: A Meta-Analytic Evaluation of Cooperation and Competition Theory	10
“Render Good for Evil” or “Take an Eye for an Eye”? The Double-Edged Sword of Customer Mistreatment	10
Impression Management Profiles in Job Interviews: Relations with Applicant Individual Differences and Interview Outcomes	10
The Roles of Workplace Ostracism and Perceived Power in Predicting Abusive Supervision	10
Workplace Mindfulness: Multidimensional Model, Scale Development and Validation	9
Situational Strength as a Lens to Understand the Strain Implications of Extra-Normative Work	9
An Unmet goal? A Scale Development and Model test of the role of Inclusive Leadership	9
Personal and Contextual Predictors of Information Security Policy Compliance: Evidence from a Low-Fidelity Simulation	9
Determining the Hierarchical Structure and Nature of Servant Leadership	9
Correction to: Longitudinal Effects of Employees’ Big Five Personality Traits on Internal Promotions Differentiated by Job Level in a Multinational Company	9
Emotion Regulation Can Build Resources: How Amplifying Positive Emotions Is Beneficial for Employees and Organizations	9
How Past Work Stressors Influence Psychological Well-Being in the Face of Current Adversity: Affective Reactivity to Adversity as an Explanatory Mechanism	8
Towards a Psychometrically Sound and Culturally Invariant Measure of Propensity to Trust	8
Putting Families at the Center: the Role of Family System in Employee Work-Family Conflict and Voice Behavior	8
Communicating Adverse Impact Analyses Clearly: A Bayesian Approach	8
Does Leader Humility Foster Employee Bootlegging? Examining the Mediating Role of Relational Energy and the Moderating Role of Work Unit Structure	8
Correction to: Organizational Benefits of Onboarding Contingent Workers: an Anchoring Model Approach	7
Reaching the Top? Profiles of Impression Management and Career Success	7
How Charismatic Leadership Facilitates Unethical Pro‑supervisor Behavior: The Mediating Effect of Relational Energy	7
Data Aggregation in Multilevel Research: Best Practice Recommendations and Tools for Moving Forward	7
Interest in Context: Using Work Tasks to Measure Occupational Interests	7
Supporting Academic Parents: The Effects of Dependent Care Policies on Research Productivity Trends	7
Paradoxical Leadership Behavior and Employee Creative Deviance: The Role of Paradox Mindset and Leader–Member Exchange	7
Reparative Impression Management for Ex-Offender Applicants: Understanding Mechanisms, Race/Ethnicity, and Disclosure Timing	7
The more Congruence, the Better? The Effect of Leader-Employee Congruence in Moral Identity on Unethical Pro-Supervisor Behavior	7