OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Organizational Behavior is 11. 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 2021-04-01 to 2025-04-01.)

Article	Citations
Promoting Fun or Competition? Testing Interventions on Ludic and Agonistic Work Design	112
Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate	106
Customer injustice and service employees' customer‐oriented citizenship behavior: A social exchange perspective	96
	79
Thought experiments: Review and recommendations	72
	57
Issue Information	55
Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI	54
	51
Issue Information	51
Moving from problems to solutions: A review of gender equality interventions at work using an ecological systems approach	49
How COVID‐19 can promote workplace cheating behavior via employee anxiety and self‐interest – And how prosocial messages may overcome this effect	49
Transmitting affective job insecurity (AJI) within teams: Layoff effects of AJI convergence on intrateam power struggles and team outcomes	44
Crossover of resources within formal ties: How job seekers acquire psychological capital from employment counselors	43
Job embeddedness and voluntary turnover in the face of job insecurity	42
Introducing the thought experiments Point‐Counterpoint exchange	42
The Emergence of Similar Personalities in Similar Occupations	41
Laying the groundwork for corporate social responsibility: Behavioral ethics in high‐hazard organizations	40
	40
The multilevel well‐being paradox: Towards an integrative process theory of coping in teams	38
	38
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	36
Authentic action: A recipe for success or a minefield?	35
Does team orientation matter? A state‐of‐the‐science review, meta‐analysis, and multilevel framework	34
Work Engagement in Agile Teams: Extending Multilevel JD‐R Theory	32

I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time	31
Not Even Remotely Close: How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams	31
Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social‐Cognitive Theory of Morality	31
Where does the heart lie? A multistage process model of entrepreneurial passion and role identity management	31
	31
Leader Regulatory Goal Setting and Employee Creativity	29
Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work	28
The temporal phase structure of team interaction under asymmetric information distribution: The solution fixation trap	27
Stronger together: Understanding when and why group ethical voice inhibits group abusive supervision	27
The multiple faces of collective responses to organizational change: Taking stock and moving forward	27
The effects of idea rejection on creative self‐efficacy and idea generation: Intention to remain and perceived innovation importance as moderators	25
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	24
When competitive rewards create obsessions with bottom‐line outcomes: A social interdependence theory perspective of the mediating role of bottom‐line mentality	23
When apologizing hurts: Felt transgression and restoration efforts	23
Reflections on authenticity, action, and leadership	22
Should you pursue your passion as a career? Cultural differences in the emphasis on passion in career decisions	22
Getting ahead or getting along? How motivational orientations forge newcomers' cohort network structures, task assistance, and turnover	21
Employee performance and abusive supervision: The role of supervisor over‐attributions	21
Bias in the background? The role of background information in asynchronous video interviews	21
Job attitudes: A meta‐analytic review and an agenda for future research	20
Correction to “The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency”	20
Ethnic minority CEO turnover: Resource‐based and leadership categorization perspectives	20
The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions	20
Issue Information	20
A psychometric investigation of harmonious and obsessive work passion	20
The impostor phenomenon at work: A systematic evidence‐based review, conceptual development, and agenda for future research	20
More than a muscle: How self‐control motivation, depletion, and self‐regulation strategies impact task performance	19
More than idle talk: Examining the effects of positive and negative team gossip	19
A self‐verification perspective on customer mistreatment and customer‐directed organizational citizenship behaviors	19
Workplace gossip: An integrative review of its antecedents, functions, and consequences	19
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation	18
How, when, and why high job performance is not always good: A three‐way interaction model	18
My knowledge: The negative impact of territorial feelings on employee's own innovation through knowledge hiding	18
The balance between positive and negative affect in employee well‐being	18
A new perspective on time pressure and creativity: Distinguishing employees' radical versus incremental creativity	18
Job crafting towards strengths and job crafting towards interests in overqualified employees: Different outcomes and boundary effects	17
The cross‐level moderating effect of team task support on the nonlinear relationship between proactive personality and employee reflective learning	17
COVID‐19 and individual performance in global virtual teams: The role of self‐regulation and individual cultural value orientations	17
Feeling anxious and abusing low performers: A multilevel model of high performance work systems and abusive supervision	17
Catty, bitchy, queen bee or sister? A review of competition among women in organizations from a paradoxical‐coopetition perspective	16
Unaccounted for no more: Explicating managers' role in accountability enactment	16
When do service employees smile? Response‐dependent emotion regulation in emotional labor	16
	16
When time is running out: A growth curve analysis of older workers' retirement intentions	16
We were all in it together: Managing work from home as dual‐earner households with school‐age children	15
Enhancing employees' duty orientation and moral potency: Dual mechanisms linking ethical psychological climate to ethically focused proactive behaviors	15
	15
Early family socioeconomic status and later leadership role occupancy: A multisource lifespan study	15
Does receiving knowledge catalyze creativity? A dyadic‐level contingency model of knowledge type and psychological closeness on knowledge elaboration	15
How and when team average individual mindfulness facilitates team mindfulness: The roles of team relational stress and team individual mindfulness diversity	15

A multilevel study of social networks and collective reactions to organizational change	14
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice	14
Nowhere to grow: Ranking success and turnover composition in elite employers	14
	14
When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective	14
More pain, more change? The mediating role of presenteeism and the moderating role of ostracism	13
Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams”	13
Too much self‐promotion! How self‐promotion climate relates to employees' supervisor‐focused self‐promotion effectiveness and their work group's performance	13
Issue Information	13
It is Monday again: Weekend sleep differentially relates to the workweek via reattachment on Monday	13
Issue Information	12
	12
Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior	12
Bringing contribution–receipt (im)balance to team–member exchange research: A moderated mediation model	12
Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences	12
	12
Issue Information	12
	12
Do sick coworkers make us help others?: Investigating the critical roles of citizenship pressure and psychological detachment	12
To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role	12
Issue Information	12
Promotion focus is valued in men more than in women	12
	12
Reasons for interruptions at work: Illuminating the perspective of the interrupter	12
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety	11
A journey from languishing to flourishing	11
Intimate partner aggression and work: An interdisciplinary review and agenda for future research	11
Whose interests matter? The role of participation in inclusive organizational behavior	11
The curvilinear relationship between team member boundary‐spanning differentiation and creativity	11
Breaking rules yet helpful for all: Beneficial effects of pro‐customer rule breaking on employee outcomes	11
The father's and the mother's intrinsic work motivation and their work‐to‐family conflict perceived by the adolescent: Dyadic and triadic analyses	11