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 2022-01-01 to 2026-01-01.)

Article	Citations
	321
	116
When Does Top Management Team Diversity Matter in Large Organizations?	82
Enhancing Subordinate Job Performance Through Coaching Behaviors: A Lay Epistemic Approach	81
Laying the groundwork for corporate social responsibility: Behavioral ethics in high‐hazard organizations	80
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation	76
Human Capital Robotic Integration and Value Creation for Organizations	65
Is There a Sweet Spot for Gender Diversity Effects on Financial Performance in Organizations? An S‐Curve Model Explanation	64
Ethnic minority CEO turnover: Resource‐based and leadership categorization perspectives	64
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	64
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	57
Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work	56
Moving from problems to solutions: A review of gender equality interventions at work using an ecological systems approach	55
Bias in the background? The role of background information in asynchronous video interviews	51
A Meta‐Analysis of Antecedents and Outcomes of Flexible Working Arrangements	51
The multilevel well‐being paradox: Towards an integrative process theory of coping in teams	48
Issue Information	47
Neurodiversity Right: The Case for Neurodiversity Employment Programs	45
Bringing contribution–receipt (im)balance to team–member exchange research: A moderated mediation model	40
Predictors of turnover amongst volunteers: A systematic review and meta‐analysis	40
Promotion focus is valued in men more than in women	38
Customer‐Oriented Boundary Spanning, Functional Diversity, and Customer Adoption	37
Whose interests matter? The role of participation in inclusive organizational behavior	36
Neurodiversity at Work: A Hiring Revolution or Just “Lite” Inclusion?	33
Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context	33

Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power	32
Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences	32
Acting authentically: Using play to cultivate authentic interrelating in role performance	31
	31
Profiles of attribution for work–family conflict episodes and their relation to negative emotions	30
Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta‐Analysis	29
Profiles in persistence: A latent profile analysis of multilevel coping strategies enacted among women in the sciences	28
Leverage self‐ and other‐compassion to prevent the abuse trickle‐down	28
Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior	28
Only time will tell: How teams centralize their voice around competent members over time to perform better	28
A dual‐path model of observers' responses to peer voice endorsement: The role of instrumental attribution	27
Issue Information	26
The Paradoxical Effects of Overqualification on Helping: An Exchange‐Based Framework	26
More is less? A dynamic perspective on mentors' task‐related information sharing, indegree centrality, and newcomer socialization outcomes	26
Relative income and value congruence in dual‐income couples	25
Collective friend group reactions to organizational change: A field theory approach	25
Rotten apples in bad barrels: Psychopathy, counterproductive work behavior, and the role of social context	25
Gig work and gig workers: An integrative review and agenda for future research	24
An uncertainty management perspective on the antecedents of leader self‐serving behavior	24
Issue Information	23
“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives	23
Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research	23
Why have we not detected gender differences in organizational justice perceptions?! An evidenced‐based argument for increasing inclusivity within justice research	22
“Hireability” prospects for known bystander reporters of sexual harassment: Moral character, agreeableness, and gender effects	22
	22
Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego‐Depletion and the Moderating Role of Gender	21
Linking Basis of Leader–Member Exchange Differentiation to Diversity Climate and Idea Generation	21
Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes	21
Humble leadership: A review and synthesis of leader expressed humility	20
Age–rank correlations and firm‐level outcomes: The moderating role of environmental dynamism	20
The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation	20
How Can Teams Benefit From AI Team Members? Exploring the Effect of Generative AI on Decision‐Making Processes and Decision Quality in Team–AI Collaboration	20
The impact of work hours on work‐to‐family enrichment and conflict through energy processes: A meta‐analysis	19
Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance	19
Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro‐Group Voice	18
A systematic review of temporal person‐environment fit research: Trends, developments, obstacles, and opportunities for future research	18
Understanding Why and When Supervisor Bottom‐Line Mentality Inhibits Workplace Safety	18
Energy, attentional resources and work–family conflict over the meso‐term: Resource loss spirals revisited	18
Beyond the individual‐level conceptualization of dispositional resistance to change: Multilevel effects on the response to organizational change	18
A Tale of Two Job Searches: An Integrative Review of How Job Seeker Characteristics Shape Informal Job Search Effectiveness	18
Sexualize one, objectify all? The sexualization spillover effect on female job candidates	18
Correction to “Unraveling the Power of Leisure Crafting for Unengaged Employees: Implications for Creativity and Meaning at Work”	18
Fairness uncertainty and pay information exchange: Why and when employees disclose bonus pay to pay information websites	17
Speaking without words: A meta‐analysis of over 70 years of research on the power of nonverbal cues in job interviews	17
Do moral disengagers experience guilt following workplace misconduct? Consequences for emotional exhaustion and task performance	17
Customer courtesy and service performance: The roles of self‐efficacy and social context	17
Generational differences at work? A meta‐analysis and qualitative investigation	17
	16
Introducing the thought experiments Point‐Counterpoint exchange	16
Dual Effects of Leader Pro‐Group Unethical Behavior: The Role of Attribution in Shaping Employee Reactions	16

The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions	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
Not Even Remotely Close: How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams	16
Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social‐Cognitive Theory of Morality	16
My knowledge: The negative impact of territorial feelings on employee's own innovation through knowledge hiding	15
How, when, and why high job performance is not always good: A three‐way interaction model	15
Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI	15
Workplace gossip: An integrative review of its antecedents, functions, and consequences	15
More than a muscle: How self‐control motivation, depletion, and self‐regulation strategies impact task performance	14
	14
Promoting Fun or Competition? Testing Interventions on Ludic and Agonistic Work Design	14
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety	14
Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams”	14
Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work	13
From Friction to Fulfillment: Examining When and How Spousal Active‐Destructive Responsiveness to Employees' Sharing of Positive Events Benefits the Work Domain	13
Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior	13
A multilevel study of social networks and collective reactions to organizational change	13
Sharing Good News at Work to Collaborate and to Self‐Enhance: A Motivational and Reputational Perspective on Workplace Interpersonal Capitalization	13
When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective	13
Felt trust: Added baggage or added value? A critical review, constructive redirection, and exploratory meta‐analysis	13
Can Narcissistic Women Leaders Be Seen as Effective? A Multi‐Method Examination	12
Issue Information	12
Adopting Underdogs' Ideas Triggers Fairness? When and How Underachievers' Voice Endorsement Promotes Team Voice	12
Linking Age‐Diversity Practices and Company Ratings Over Time: Evidence From Employer Reviews and a Longitudinal Experiment	12
Issue Information	12
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice	12
Managing your feelings at work, for a reason: The role of individual motives in affect regulation for performance‐related outcomes at work	12