OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Human Resource Management is 10. 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
Conceptual and macro-level considerations for understanding the talent advantage: a commentary on Joo, Aguinis, Lee, Kremer, and Villamor’s (2021) ‘HRM’s financial value from obtaining more star perfo	423
Imprinting in HR process research: a systematic review and integrative conceptual model	95
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis	85
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach	72
The spiritual and material influences on high talent entry-level finance and accounting professionals’ attraction to an organization: an experimental examination of the impact of meaningful work and m	69
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?	69
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes	63
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market	61
Extreme work in extraordinary times: the impact of COVID-stress on the resilience and burnout of frontline paramedic workers – the importance of perceived organisational support	56
Does remote work adoption boost firm innovation? A cross-cultural study	53
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience	53
When and how does ambidextrous leadership influences voice? The roles of leader-subordinate gender similarity and employee emotional expression	51
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems	50
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	48
Does working from home limit our strengths? Investigating character strength application in hybrid work contexts within 2 diary studies	47
Breaking down barriers: how board composition drives sustainability in GCC countries	47
Fueling creativity: HR practices, work engagement, personality, and autonomy	42
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs	40
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness	40
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan	38
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	32
Professional resonance: role conflict, identity work, and well-being in Danish retail banking	32
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework	32
HRM work and open innovation: evidence from a case study	31
Managing legitimacy in a cross-border post-merger integration context: the role of language strategies	30

Furlough and employee turnover: unveiling the hidden costs of relative deprivation and the moderating role of autonomy support	29
When and why do employer sponsored egg freezing benefits relate to organizational attraction? The role of HR attributions	29
Fake it or make it to stay? A case of Pakistani frontline emergency rescue workers	28
The effectiveness of well-being-oriented human resource management in the context of telework	28
Crossing the Rubicon: exploring migrants’ transition out of military service into civilian work	26
Talent management and performance in the public sector: the role of organisational and line managerial support for development	26
A role perspective on flexible human resource practices and older workers’ early retirement intentions	26
Human resource management systems research – how to gain impactful insights through formative measurement and hierarchical component models	25
Sometimes collaboration is the better strategy: institutional context and the calculative and collaborative HRM-performance relationship in the Nordics, 1999–2021	25
Burned out by the binary: how misgendering of nonbinary employees contributes to workplace burnout	25
The interrelationship between green HRM, performance outcomes and employee attitudes towards greenhouse gas emission disclosure in the Chinese banking sector	25
Discovering and nurturing local key stakeholders’ talent in emerging economies: using fsQCA to test the external human resources approach	24
Informal network context: deepening the knowledge and extending the boundaries of social network research in international human resource management	23
‘Many places to call home’: a typology of job embeddedness among internationally relocated workers and its relationship to personal initiative, intent to stay in the host country, and intent to stay i	22
Extreme work in organizations: mapping the field and a future research agenda	22
Human resource management in times of crisis: what have we learnt from the recent pandemic?	21
Do algorithms play fair? Analysing the perceived fairness of HR-decisions made by algorithms and their impacts on gig-workers	21
Approaching or avoiding? Mechanisms of host-country language proficiency in affecting virtual work adaptivity during COVID-19	20
To be or not to be: an identity salience career progression model of female returnees	19
Support on the way to the top? The effects of family-friendly flexible working arrangements in organisations on the promotion of women to management positions—the case of Germany	19
Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations	19
The chief human resource officer in the C-suite: peer prevalence and environmental uncertainty	19
Technostress of HR professionals: the darker implication of remote work transformations	18
Reexamining the relationship between extrinsic rewards and creativity: a study from the creative process engagement perspective	18
Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions	18
Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study	18
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice	18
Checks and balances: leveraging artificial intelligence for tri-balance personnel selection systems	17
Augmenting diversity in hiring decisions with artificial intelligence tools	17
‘Being accepted there makes me rely less on acceptance here’: cross-context identity enactment and coping with gender identity threats at work for non-binary individuals	16
How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead	16
Fostering assigned expatriates’ innovativeness via culturally intelligent supervisors: a resource gain perspective	16
Host country national quality of interaction with expatriates: antecedents, process, and outcome	16
Supporting refugee employees’ psychological needs at work: the role of HRM practices	15
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy	15
Exercising agency through the internal conversation: responses to extreme work in the Chinese tech industry	15
The dual effects of job design on knowledge hiding: expanding job demands–resources theory to employee rational-choice behaviour	14
Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill	14
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda	14
Regulating HRM: the limits of regulatory pluralism	14
Philosophies on talent management systems in Australian subsidiaries of foreign MNEs	13
Negative workplace gossip and targets’ subjective well-being: a moderated mediation model	13
Building a sustainable ecosystem of human resource management research: reflections and suggestions	13
High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context	13
Non-binary experiences of (gender-based) violence at work	13
The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market	13
What It Takes to Be an Effective “Remote Leader” during COVID-19 Crisis: The Combined Effects of Supervisor Control and Support Behaviors	13
Can green human resource management promote employee green advocacy? The mediating role of green passion and the moderating role of supervisory support for the environment	13
Dealing with special supervisors : a typology of coping strategies toward accountability to customers in gig work	12
When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment	12

Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers	12
Emotional labor, occupational identity and work engagement in Portuguese police officers	12
The remote work transformation: new actors, new contexts, new implications	12
Diversity and inclusion practitioners and non-binary employees in the UK: a Bourdieusian analysis	11
The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op	11
Experienced incivility undermines the positive effects of job autonomy on mental and physical health	11
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?	11
Constant connectivity and boundary management behaviors: the role of human agency	11
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	11
Vertical and horizontal diffusion of labour standards in global supply chains: working hours practices of tier-1 and tier-2 textiles and garment suppliers	11
Sustainable human resource management: the perspectives of Italian human resource managers	11
The theoretical value of understanding HRM’s financial value	10
The editorial	10
(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes	10
A fifth wheel? Local language skills and work-related outcomes among foreign employees	10
Reviewing and revising Black et al’s adjustment model(s)	10
Continuity and change in national HRM – an overview and future research agenda	10
Engagement contagion from managers to employees: the role of eudaimonic well-being beliefs	10
Tailored transfer and hybridization of collaborative HRM practices in a Mondragon multinational cooperative	10
When give-back turns to blowback: Employee responses to learning from skills-based volunteering	10
The evaluation of personnel selection methods by HR practitioners: The effect of reference and its interaction with information about validity	10
Examining the strategic and operation HR competencies as enablers of green human resource management practices: mediating role of perceived environmental orientation	10