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 2021-11-01 to 2025-11-01.)

Article	Citations
Issue Information	495
Issue Information	141
Issue Information	54
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	49
The negative impact of individual perceived isolation in distributed teams and its possible remedies	40
Digital inclusion and inequalities at work in the age of social media	39
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	39
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	38
Practitioner Experiences With Digitalization in Human Resource Management	36
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	34
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	33
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	32
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	29
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	28
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	24
On criticism, human resource management and civility	24
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	24
A psychological contract perspective on how and when employees' promotive voice enhances promotability	23
E‐voice in the digitalised workplace. Insights from an alternative organisation	23
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	22
More to life than promotion: Self‐initiated and self‐resigned career plateaus	21
	21
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	21
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	21
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	20

Assessing star value: The influence of prior performance and visibility on compensation strategy	19
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	18
A temporal perspective on refugee employment – Advancing HRM theory and practice	18
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	16
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	16
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	16
Issue Information	14
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	14
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	13
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	13
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	13
Gender in Human Resources: Hiding in plain sight	13
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	13
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	12
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	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
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	11
	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
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	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
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	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 role of contextual voice efficacy on employee voice and silence	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	9
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	9
The duality of HR analysts' storytelling: Showcasing and curbing	9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	8
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	8
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	8
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	8
Employer‐Sponsored Voice Practices in South Korea: When do Employees Believe it Is Worth Speaking up?	7
Opportunism in headhunter‐client relations: An agency theory perspective	7
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	7
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	7
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	7
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	7
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	6
Issue Information	6
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	6
A conceptual framework of the perceived marketability of independent professionals	6
	6
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	6
Issue Information	6
Using a Process Model to Develop and Expand Employee Voice Scales	6

The (electronic) walls between us: How employee monitoring undermines ethical leadership	6
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	6
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	6
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	6
Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors	6
Evolution of Employee Work Preferences Amidst COVID‐19: A Social Media Analysis	6
	6
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	5
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
Developing new understanding of how global talent flow impact individual and firm performance by using big data	5
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach	5
Female directors and firm performance following mergers and acquisitions	5
Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement	5
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	5
High reliability Human Resource Management (HRM): A system for high risk workplaces	5
	5
Enabling older employees' well‐being through HR attributions: The moderating role of management context	5
Discretion as a double‐edged sword in global work: The perils of international business travel	5
Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue	5
An examination of anti‐violence human resource management practices in the context of health care and aged care	5
German and Dutch works councils: A trust theory of legal employee voice	5
Maternal (perinatal) mental health and employment: An agenda for research and practice	5
	5
The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID‐19	4
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	4
Issue Information	4
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	4
Female expatriates on the move? Gender diversity management in global mobility	4
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	4
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	4
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	3
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	3
Mick Marchington and his contributions to human resource management	3
Issue Information	3
	3
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	3
	3
The social contract of work: Moving beyond the psychological contract	3
Correction to “Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT”	3
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	3
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	3
Gender composition at work and women's career satisfaction: An international study of 35 societies	3
Disconnected Workers: Can Digital Voice Fill the Gap?	3
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	3