OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management Journal is 3. 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
Issue Information	545
Issue Information	151
Issue Information	60
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	45
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	44
The negative impact of individual perceived isolation in distributed teams and its possible remedies	42
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants	41
Digital inclusion and inequalities at work in the age of social media	39
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	38
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	36
Practitioner Experiences With Digitalization in Human Resource Management	35
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	33
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	29
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	28
On criticism, human resource management and civility	27
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	26
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	26
More to life than promotion: Self‐initiated and self‐resigned career plateaus	26
E‐voice in the digitalised workplace. Insights from an alternative organisation	24
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	23
A psychological contract perspective on how and when employees' promotive voice enhances promotability	23
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	21
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	21
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	18
	18

Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	17
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	17
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective	16
Assessing star value: The influence of prior performance and visibility on compensation strategy	16
Knowing or Not Knowing the Rules of the Game : Exploring the Role of Institutional Habitus in Shaping Individual Expectations and Experience on Talent Management Programmes	15
Issue Information	15
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	15
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	15
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	14
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	13
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	13
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	12
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	12
Gender in Human Resources: Hiding in plain sight	12
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	12
Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour	12
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	12
	11
‘If my boss wasn't so accommodating, I don't know what I would do’: Workplace supports for carers and the role of line managers and co‐workers in mediating informal flexibility	11
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	11
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	10
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	10
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	10
The role of contextual voice efficacy on employee voice and silence	10
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	9
The duality of HR analysts' storytelling: Showcasing and curbing	9
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	8
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	8
Opportunism in headhunter‐client relations: An agency theory perspective	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	8
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	7
Employer‐Sponsored Voice Practices in South Korea: When do Employees Believe it Is Worth Speaking up?	7
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	7
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	7
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	7
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	7
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	6
Issue Information	6
Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors	6
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	6
	6
Using a Process Model to Develop and Expand Employee Voice Scales	6
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	6
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	6
Issue Information	6
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	6

The (electronic) walls between us: How employee monitoring undermines ethical leadership	6
Developing new understanding of how global talent flow impact individual and firm performance by using big data	6
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	6
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	6
Evolution of Employee Work Preferences Amidst COVID‐19: A Social Media Analysis	6
A conceptual framework of the perceived marketability of independent professionals	6
	6
Issue Information	6
German and Dutch works councils: A trust theory of legal employee voice	5
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role	5
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	5
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	5
Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement	5
	5
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	5
Female expatriates on the move? Gender diversity management in global mobility	5
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	5
Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue	5
Enabling older employees' well‐being through HR attributions: The moderating role of management context	5
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach	5
The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID‐19	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
Female directors and firm performance following mergers and acquisitions	5
Maternal (perinatal) mental health and employment: An agenda for research and practice	4
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	4
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	4
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	4
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	4
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	4
Issue Information	4
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	4
	4
Mick Marchington and his contributions to human resource management	3
Gender composition at work and women's career satisfaction: An international study of 35 societies	3
Anthropomorphising the Algorithm: A ‘Theory of Mind’ Perspective on Psychological Contract Creation in Gig Work Arrangements	3
The social contract of work: Moving beyond the psychological contract	3
Disconnected Workers: Can Digital Voice Fill the Gap?	3
Issue Information	3
Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy	3
	3
Equal opportunities but unequal mentoring? The perceptions of mentoring by Black and minority ethnic academics in the UK university sector	3
How Do Perceived Employee Assistance Programmes Influence Proactive Behaviour and Job Performance? A Moderated Sequential Mediation Model	3
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	3