OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management Journal is 4. 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 2022-08-01 to 2026-08-01.)

Article	Citations
Issue Information	725
Issue Information	80
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	69
Issue Information	61
Digital inclusion and inequalities at work in the age of social media	61
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants	59
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	58
The Meaning of Work in the Digital Era: A Systematic Review and Research Agenda	49
	46
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	40
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	39
Practitioner Experiences With Digitalization in Human Resource Management	36
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	34
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	27
Sustainable HRM in the Public Sector: A Question of Viability or Legitimacy?	26
On the Dangers of Large‐Language Model Mediated Learning for Human Capital	26
More to life than promotion: Self‐initiated and self‐resigned career plateaus	24
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	23
	23
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	23
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	20
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	20
	18
A psychological contract perspective on how and when employees' promotive voice enhances promotability	18
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	18

Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	17
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
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	17
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	16
Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects	15
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective	15
Editorial Perspective: Interdisciplinary Research in HRM for Impact—Rethinking, Redefining and Reshaping Practices	15
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
Unveiling the Role of Supervisor Workaholism: Impact on Idiosyncratic Deals and Employee Promotability	14
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	14
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	14
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	14
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	14
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	13
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	13
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	12
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	12
	12
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	11
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	11
Managing Employee Voice as an Organizational Capability: An Integrative Process Model	11
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	10
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	10
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	10
‘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	10
The role of contextual voice efficacy on employee voice and silence	10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	10
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	9
The duality of HR analysts' storytelling: Showcasing and curbing	9
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	9
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	9
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Issue Information	8
Employer‐Sponsored Voice Practices in South Korea: When do Employees Believe it Is Worth Speaking up?	8
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	8
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	8
Opportunism in headhunter‐client relations: An agency theory perspective	8
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	8
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	8
	7
Developing new understanding of how global talent flow impact individual and firm performance by using big data	7
An Empirical Study of the Dynamics of Collective Employee Turnover and Its Implications for Dismissal Policy—Evidence From a Distribution Center	7
Teamwork Bricolage and HRM in a Time of Crisis: Workplace Strategies of Frontline Healthcare Professionals	7
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	7

Evolution of Employee Work Preferences Amidst COVID‐19: A Social Media Analysis	7
A conceptual framework of the perceived marketability of independent professionals	7
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	7
	7
Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors	7
Using a Process Model to Develop and Expand Employee Voice Scales	7
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	6
Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement	6
Issue Information	6
Enabling older employees' well‐being through HR attributions: The moderating role of management context	6
	6
German and Dutch works councils: A trust theory of legal employee voice	6
Exploring the Agency of Algorithmic Technology in Talent Management Decision‐Making: An Actor‐Network Theory Perspective	6
Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue	6
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	6
Female directors and firm performance following mergers and acquisitions	6
Why HR Has Failed to Address Healthcare's Workforce Crisis: The Need for a Systems Partner Role	6
Mitigating Disability Bias in Hiring: The Role of Inclusion‐Focused Generative AI in Complex HR Decisions	5
The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID‐19	5
Female expatriates on the move? Gender diversity management in global mobility	5
Issue Information	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
Frontline Managers' Calling, Balancing Act in HR Implementation, and Team Performance: An Empirical Examination	5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	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
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	5
Tokenism in Context: Unpacking Token Women Directors in the Corporate Boardroom	4
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	4
Mick Marchington and his contributions to human resource management	4
Employee Representation and Firm Digital Transformation	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	4
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	4
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	4
Gender composition at work and women's career satisfaction: An international study of 35 societies	4
Using Photo‐Elicitation to Make Marginalised Voices Heard and Seen in Human Resource Management Research	4
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	4
	4
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	4