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 2021-06-01 to 2025-06-01.)

Article	Citations
Issue Information	362
Issue Information	112
Issue Information	105
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	65
The effects of latent withdrawal profiles on employee turnover, destinations and job performance	59
Digital inclusion and inequalities at work in the age of social media	48
The negative impact of individual perceived isolation in distributed teams and its possible remedies	43
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	39
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	35
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	34
Small firms, owner managers and (strategic?) human resource management	34
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	31
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	28
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	27
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	27
More to life than promotion: Self‐initiated and self‐resigned career plateaus	26
A psychological contract perspective on how and when employees' promotive voice enhances promotability	25
E‐voice in the digitalised workplace. Insights from an alternative organisation	25
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	25
On criticism, human resource management and civility	25
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	24
	24
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	21
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	21
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	20

Assessing star value: The influence of prior performance and visibility on compensation strategy	19
A temporal perspective on refugee employment – Advancing HRM theory and practice	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	19
Issue Information	18
Prediction in HRM research–A gap between rhetoric and reality	18
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	18
Human resource professionals and the adoption and effectiveness of high‐performance work practices	18
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	17
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	17
Gender in Human Resources: Hiding in plain sight	17
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	17
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	17
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	17
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	16
	15
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	15
‘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	14
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	14
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	13
The role of contextual voice efficacy on employee voice and silence	12
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	11
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	11
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	11
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	11
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform	11
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?	10
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	10
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries	10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	9
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	8
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	8
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	8
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	8
Opportunism in headhunter‐client relations: An agency theory perspective	8
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	8
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research	8
The duality of HR analysts' storytelling: Showcasing and curbing	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	8
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	8
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	8