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 2022-06-01 to 2026-06-01.)

Article	Citations
Issue Information	670
Issue Information	71
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	56
The Meaning of Work in the Digital Era: A Systematic Review and Research Agenda	56
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants	54
Issue Information	54
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	53
Digital inclusion and inequalities at work in the age of social media	48
	39
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	34
Practitioner Experiences With Digitalization in Human Resource Management	33
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	31
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	29
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	25
Sustainable HRM in the Public Sector: A Question of Viability or Legitimacy?	23
E‐voice in the digitalised workplace. Insights from an alternative organisation	22
On the Dangers of Large‐Language Model Mediated Learning for Human Capital	21
More to life than promotion: Self‐initiated and self‐resigned career plateaus	21
	21
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	19
A psychological contract perspective on how and when employees' promotive voice enhances promotability	19
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	18
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	18
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	17
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	17

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	16
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective	16
	16
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	15
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	15
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	14
Issue Information	14
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	14
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	14
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	14
Editorial Perspective: Interdisciplinary Research in HRM for Impact—Rethinking, Redefining and Reshaping Practices	14
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	14
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	13
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	12
Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects	12
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	11
	11
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	11
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	11
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	11
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	10
The role of contextual voice efficacy on employee voice and silence	10
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	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 impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	10
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	9
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	9
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	9
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	9
The duality of HR analysts' storytelling: Showcasing and curbing	9
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	9
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	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
Opportunism in headhunter‐client relations: An agency theory perspective	8
Employer‐Sponsored Voice Practices in South Korea: When do Employees Believe it Is Worth Speaking up?	8
Evolution of Employee Work Preferences Amidst COVID‐19: A Social Media Analysis	7
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	7
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	7
Issue Information	7
An Empirical Study of the Dynamics of Collective Employee Turnover and Its Implications for Dismissal Policy—Evidence From a Distribution Center	7
A conceptual framework of the perceived marketability of independent professionals	7
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	7
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	7
Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors	7
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	7
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	7
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	7

Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	7
Teamwork Bricolage and HRM in a Time of Crisis: Workplace Strategies of Frontline Healthcare Professionals	7
Using a Process Model to Develop and Expand Employee Voice Scales	6
Developing new understanding of how global talent flow impact individual and firm performance by using big data	6
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	6
Issue Information	6
Exploring the Agency of Algorithmic Technology in Talent Management Decision‐Making: An Actor‐Network Theory Perspective	6
	6
	6
German and Dutch works councils: A trust theory of legal employee voice	6
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	6
Why HR Has Failed to Address Healthcare's Workforce Crisis: The Need for a Systems Partner Role	6
Enabling older employees' well‐being through HR attributions: The moderating role of management context	6
The (electronic) walls between us: How employee monitoring undermines ethical leadership	6
Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue	6
	6
Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID‐19	5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	5
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	5
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role	5
Female expatriates on the move? Gender diversity management in global mobility	5
Female directors and firm performance following mergers and acquisitions	5
Mitigating Disability Bias in Hiring: The Role of Inclusion‐Focused Generative AI in Complex HR Decisions	5
Frontline Managers' Calling, Balancing Act in HR Implementation, and Team Performance: An Empirical Examination	5
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	5
Using Photo‐Elicitation to Make Marginalised Voices Heard and Seen in Human Resource Management Research	4
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	4
Tokenism in Context: Unpacking Token Women Directors in the Corporate Boardroom	4
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	4
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	4
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	4
Issue Information	4
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	4
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	3
Employee Representation and Firm Digital Transformation	3
Equal opportunities but unequal mentoring? The perceptions of mentoring by Black and minority ethnic academics in the UK university sector	3
Issue Information	3
Gender composition at work and women's career satisfaction: An international study of 35 societies	3
	3
Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers	3
Advancing Employee Voice Through Insights From Democratic Innovations	3
Mick Marchington and his contributions to human resource management	3
Correction to “Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT”	3
Disconnected Workers: Can Digital Voice Fill the Gap?	3