OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Organizational Behavior is 12. 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
	163
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	115
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation	102
Laying the groundwork for corporate social responsibility: Behavioral ethics in high‐hazard organizations	85
The multilevel well‐being paradox: Towards an integrative process theory of coping in teams	61
Employee performance and abusive supervision: The role of supervisor over‐attributions	60
Moving from problems to solutions: A review of gender equality interventions at work using an ecological systems approach	57
A Meta‐Analysis of Antecedents and Outcomes of Flexible Working Arrangements	57
Bias in the background? The role of background information in asynchronous video interviews	51
Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work	49
Ethnic minority CEO turnover: Resource‐based and leadership categorization perspectives	49
Whose interests matter? The role of participation in inclusive organizational behavior	46
Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context	46
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	46
Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power	45
Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences	43
Promotion focus is valued in men more than in women	43
Customer‐Oriented Boundary Spanning, Functional Diversity, and Customer Adoption	42
Issue Information	40
Predictors of turnover amongst volunteers: A systematic review and meta‐analysis	39
Acting authentically: Using play to cultivate authentic interrelating in role performance	38
Bringing contribution–receipt (im)balance to team–member exchange research: A moderated mediation model	38
Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior	38
New perspectives for studying the role of affect in interpersonal work relationships	36
Only time will tell: How teams centralize their voice around competent members over time to perform better	36

Profiles in persistence: A latent profile analysis of multilevel coping strategies enacted among women in the sciences	36
	35
Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta‐Analysis	34
Profiles of attribution for work–family conflict episodes and their relation to negative emotions	34
Issue Information	33
Relative income and value congruence in dual‐income couples	31
More is less? A dynamic perspective on mentors' task‐related information sharing, indegree centrality, and newcomer socialization outcomes	29
Collective friend group reactions to organizational change: A field theory approach	27
An uncertainty management perspective on the antecedents of leader self‐serving behavior	27
Rotten apples in bad barrels: Psychopathy, counterproductive work behavior, and the role of social context	26
Leverage self‐ and other‐compassion to prevent the abuse trickle‐down	26
Newcomers as unwitting victims? Examining department leaders' denial of information support and team leaders' resentment during organizational socialization	26
Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research	26
Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators	26
A dual‐path model of observers' responses to peer voice endorsement: The role of instrumental attribution	25
Gig work and gig workers: An integrative review and agenda for future research	25
“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives	24
“Hireability” prospects for known bystander reporters of sexual harassment: Moral character, agreeableness, and gender effects	24
Issue Information	24
Age–rank correlations and firm‐level outcomes: The moderating role of environmental dynamism	24
Toward a more political perspective of leader effectiveness: Leader political support construct validation	23
Why have we not detected gender differences in organizational justice perceptions?! An evidenced‐based argument for increasing inclusivity within justice research	23
The impact of work hours on work‐to‐family enrichment and conflict through energy processes: A meta‐analysis	23
Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes	22
Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance	22
Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego‐Depletion and the Moderating Role of Gender	21
A Tale of Two Job Searches: An Integrative Review of How Job Seeker Characteristics Shape Informal Job Search Effectiveness	20
The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation	20
Humble leadership: A review and synthesis of leader expressed humility	20
Energy, attentional resources and work–family conflict over the meso‐term: Resource loss spirals revisited	20
Customer courtesy and service performance: The roles of self‐efficacy and social context	19
Fairness uncertainty and pay information exchange: Why and when employees disclose bonus pay to pay information websites	19
Generational differences at work? A meta‐analysis and qualitative investigation	19
Beyond the individual‐level conceptualization of dispositional resistance to change: Multilevel effects on the response to organizational change	19
Sexualize one, objectify all? The sexualization spillover effect on female job candidates	18
A systematic review of temporal person‐environment fit research: Trends, developments, obstacles, and opportunities for future research	17
Promoting Fun or Competition? Testing Interventions on Ludic and Agonistic Work Design	17
Oops, I did it (again)! The emotional experience, interpersonal responses, and relational consequences of social gaffes in the workplace	17
Speaking without words: A meta‐analysis of over 70 years of research on the power of nonverbal cues in job interviews	17
Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social‐Cognitive Theory of Morality	17
Age diversity in teams: Examining the impact of the least agreeable member	17
Do moral disengagers experience guilt following workplace misconduct? Consequences for emotional exhaustion and task performance	17
	17
More than a muscle: How self‐control motivation, depletion, and self‐regulation strategies impact task performance	16
Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI	16
I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time	16
Introducing the thought experiments Point‐Counterpoint exchange	16
Not Even Remotely Close: How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams	16
The effects of idea rejection on creative self‐efficacy and idea generation: Intention to remain and perceived innovation importance as moderators	15
My knowledge: The negative impact of territorial feelings on employee's own innovation through knowledge hiding	15

	15
The balance between positive and negative affect in employee well‐being	15
Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams”	15
How, when, and why high job performance is not always good: A three‐way interaction model	15
The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions	15
Workplace gossip: An integrative review of its antecedents, functions, and consequences	15
A multilevel study of social networks and collective reactions to organizational change	14
Felt trust: Added baggage or added value? A critical review, constructive redirection, and exploratory meta‐analysis	14
Unaccounted for no more: Explicating managers' role in accountability enactment	14
Feeling anxious and abusing low performers: A multilevel model of high performance work systems and abusive supervision	13
Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior	13
Issue Information	13
Issue Information	13
Nowhere to grow: Ranking success and turnover composition in elite employers	13
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety	13
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice	13
When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective	13
Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work	13
Issue Information	13
Managing your feelings at work, for a reason: The role of individual motives in affect regulation for performance‐related outcomes at work	12
Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace	12
The interplay of career involvement and goal conflicts: An eight‐wave study with STEM professionals	12
Empowering or burdening? The short‐term benefits and costs of upward networking at work	12
The emotional leader: Implicit theories of leadership emotions and leadership perceptions	12
Adopting Underdogs' Ideas Triggers Fairness? When and How Underachievers' Voice Endorsement Promotes Team Voice	12
Issue Information	12
A Star Is Born or Not: Understanding the Star Emergence Gender Gap	12