OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management Journal is 8. 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 2021-10-01 to 2025-10-01.)

Article	Citations
Issue Information	459
Issue Information	130
Digital inclusion and inequalities at work in the age of social media	50
Issue Information	49
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	38
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	37
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	36
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	36
The negative impact of individual perceived isolation in distributed teams and its possible remedies	36
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	35
Practitioner Experiences With Digitalization in Human Resource Management	32
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	31
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	29
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	29
More to life than promotion: Self‐initiated and self‐resigned career plateaus	26
E‐voice in the digitalised workplace. Insights from an alternative organisation	23
On criticism, human resource management and civility	23
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	23
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	23
A psychological contract perspective on how and when employees' promotive voice enhances promotability	22
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	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
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	20
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	20

From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	20
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	19
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	19
A temporal perspective on refugee employment – Advancing HRM theory and practice	18
Assessing star value: The influence of prior performance and visibility on compensation strategy	17
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	15
Issue Information	15
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	15
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	13
Gender in Human Resources: Hiding in plain sight	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
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
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	11
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	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
The role of contextual voice efficacy on employee voice and silence	11
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	11
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	10
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	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 Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	10
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	10
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	9
The duality of HR analysts' storytelling: Showcasing and curbing	9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	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
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	8