OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management Journal 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 2021-04-01 to 2025-04-01.)

Article	Citations
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	316
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	104
The necessity of civility in academic life	98
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Issue Information	54
Issue Information	46
Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?	39
Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective	35
Building organisational resilience capability in small and medium‐sized enterprises: The role of high‐performance work systems	33
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	32
Maternal (perinatal) mental health and employment: An agenda for research and practice	31
Issue Information	29
Issue Information	27
Computer use and pay for performance	26
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	25
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries	23
Staffing effectiveness across countries: An institutional perspective	23
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	23
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	23
The negative impact of individual perceived isolation in distributed teams and its possible remedies	23
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	22
The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context	22
The effects of latent withdrawal profiles on employee turnover, destinations and job performance	20
Reflections on achieving anti‐racism in organisations: The role of human resource management scholars and practitioners	20
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	20

Issue Information	20
The effects of firm financialization on human resource management: How financialization affects the design of managerial jobs	19
The duality of HR analysts' storytelling: Showcasing and curbing	19
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making	18
Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact	18
Digital inclusion and inequalities at work in the age of social media	18
Neuronormativity as ignorant design in human resource management: The case of an unsupportive national context	17
Female expatriates on the move? Gender diversity management in global mobility	17
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?	17
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	17
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT	16
To telework or not to telework: Does the macro context matter? A signalling theory analysis of employee interpretations of telework in times of turbulence	16
Antecedents and outcomes of enabling HR practices: The paradox of consistency and flexibility	15
‘It's so fake’: Identity performances and cynicism within a people analytics team	15
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	14
Two sides of the same coin: Appraising job‐related attributes as resilience enhancing or undermining	14
A Systematic Review on Worker Voice in the Platform Economy: The Constitution of a Grassroots Voice Mechanism	14
Ownership power and managing a professional workforce: General practitioners and the employment of physician associates	13
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	13
Opportunism in headhunter‐client relations: An agency theory perspective	12
Issue Information	12
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	12
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	12
Encouraging theory papers for human resources management journal	12
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	12
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	12
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Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	11
Politics and race in the workplace: Understanding how and when trump‐supporting managers hinder black employees from thriving at work	10
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	10
‘Leading’ by example? Gendered language in Human Resource job adverts	10
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	9
Enhancing learning in small businesses	9
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	9
Caught in the eye of the perfect storm: Lebanese women human resource managers coping with macro‐level turbulence	9
FROM THE EDITORS–What Makes World Leading Research in HRM?	9
Articulating scholarship in human resource management: Guidance for researchers	9
Editorial: What are registered reports and why are they important to the future of human resource management research?	8
Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda	8
Small firms, owner managers and (strategic?) human resource management	8
Global norm‐making processes in contemporary multinationals	8
Institutional duality and human resource management practice in foreign subsidiaries of multinationals	8
A theoretical model of selective cyber incivility: Exploring the roles of perceived informality and perceived distance	8
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	8
Creativity development and Mode 2 theory development: Event system and experiential learning perspectives	7
How is human resource management research (not) helping practice? In defence of practical implications	7
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	7
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	7
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	7
The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries	7

Employees perceptions of non‐monetary recognition practice and turnover: Does recognition source alignment and contrast matter?	7
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	7
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	6
Towards a more inclusive human resource community: Engaging ethnic minority microbusinesses in human resource development programmes targeted at more productive methods of operating	6
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Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	6
Worker silence in a turbulent neoliberal context: The case of mass privatisation of sugar factories in Turkey	6
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	6
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	6
Inclusive human resource management in freelancers' employment relationships: The role of organizational needs and freelancers' psychological contracts	6
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	6
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	6
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research	6
Changing public attitudes toward the employment of formerly incarcerated people: The role of “human resources social advocacy”	6
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Issue Information	5
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Issue Information	5
Empirical attrition modelling and discrimination: Balancing validity and group differences	5
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Mick Marchington and his contributions to human resource management	5
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Doing the right thing? An institutional perspective on responsible restructuring in UK local government	5
Issue Information	5
E‐voice in the digitalised workplace. Insights from an alternative organisation	5
The contagion effect of collective voluntary turnover on firm performance and moderation of communication practices	5
The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue	5
Advancing HRM for entrepreneurs, nascent markets and bottom of the pyramid contexts: A call for new perspectives	5
The effects of medium and sequence on personality trait assessments in face‐to‐face and videoconference selection interviews: Implications for HR analytics	5
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	4
“Important for you to be there”: Employee activism and the dialectics of researcher–practitioner collaborations	4
Facilitating radical innovation through secret technology‐oriented skunkworks projects: Implications for human resource practices	4
Can HR adapt to the paradoxes of artificial intelligence?	4
On criticism, human resource management and civility	4
Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach	4
HARKing can be good for science: Why, when, and how c/should we Hypothesizing After Results are Known or Proposing research questions After Results are Known	4
The social contract of work: Moving beyond the psychological contract	4
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From professional aspirations to identity confirmation and transformation: The case of Japanese career women working for foreign subsidiaries in Japan	4
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	4
More to life than promotion: Self‐initiated and self‐resigned career plateaus	4
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The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	3
The (electronic) walls between us: How employee monitoring undermines ethical leadership	3
Preventing subsequent turnover after downsizing: The role of collective pay for performance practices	3
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	3
Analysing the impacts of Universal Basic Income in the changing world of work: Challenges to the psychological contract and a future research agenda	3
Using a Process Model to Develop and Expand Employee Voice Scales	3
Gender Differences in Perception of Gender Inequity in Human Resource Management Practices	3
Human resources analytics: A legitimacy process	2
German and Dutch works councils: A trust theory of legal employee voice	2
Enabling employee voice in small and medium enterprises: The role of trust and respect in the employment relationship	2
The (ir)relevance of human resource management in independent work: Challenging assumptions	2
When managers believe technological ability is fixed	2
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	2
Beating the advertising drum for the employer: How legal context translates into good HRM practice	2
Occupational commitment of women working in SET: The impact of coping self‐efficacy and mentoring	2
Issue Information	2
Enabling older employees' well‐being through HR attributions: The moderating role of management context	2
The disabling effects of enabling social policies on organisations’ human capital development practices for women	2
The interaction between gender and informal social networks: An East Asian perspective	2
A psychological contract perspective on how and when employees' promotive voice enhances promotability	2
When less is more: HRM implementation, legitimacy and decoupling	2
A conceptual framework of the perceived marketability of independent professionals	2
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	2
Exploring the agency of skilled refugees in the British labour market	2
Issue Information	2
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	2
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews	2
Gender composition at work and women's career satisfaction: An international study of 35 societies	2