OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Human Resource Management is 9. 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 2021-04-01 to 2025-04-01.)

Article	Citations
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes	312
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience	107
Teleworking in times of COVID-19: the role of Family-Supportive supervisor behaviors in workers’ work-family management, exhaustion, and work engagement	87
Imprinting in HR process research: a systematic review and integrative conceptual model	87
HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon	85
Mind your language: an empirical investigation into the role of language in Indian expatriate professionals’ adjustment abroad	76
High performance work systems, employee creativity and organizational performance in the education sector	55
Dominance and societal effects in HR practice transfer: the role of meso-level actors in diffusing and adapting the Japanese model in Indonesia	52
"All too human” or the emergence of a techno-induced feeling of being less-able: identity work, ableism and new service technologies	50
Antecedents and consequences of host nationals’ attitudes towards hybrid language in MNCs: the case of MNC-tone	47
Navigating algorithmic paradox management: the role of workplace game engagement and regulatory focus	45
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?	45
‘Help me be myself’—How identity-specific support promotes LGBTQ+ employees’ authenticity via basic need satisfaction	41
Human resource management in the context of high uncertainties	41
Accommodation, interpersonal justice, and the turnover intentions of employees with disabilities	40
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	39
Exploring the configuration of international HRM strategies for global integration and local responsiveness in MNEs	36
Accounting professionals’ legitimacy maintenance of modern slavery inspired extreme work practices in an emerging economy	36
Differential effects of autonomy on employee satisfaction and organizational performance depending on the type of financial incentives: evidence from a four-wave panel of Korean companies	36
You can’t win with them all. The impact of organizational cultures of difference on the organizational quality of life	36
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach	34
Journalists as first responders: a new perspective on emotional labour and initiative taking in crises	32
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	31
‘Everyone should have a wife’ – extreme work, eldercare, and the gendered academy in the context of the COVID-19 pandemic	29
Understanding talent management for sports organizations - Evidence from an emerging country	29

When and how does ambidextrous leadership influences voice? The roles of leader-subordinate gender similarity and employee emotional expression	29
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis	28
Building a sustainable ecosystem of human resource management research: reflections and suggestions	28
HRM system situational strength in support of strategy: its effects on employee attitudes and business unit performance	28
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market	27
Human resource professionals’ human and social capital in SMEs: small firm, big impact	27
Beyond the ‘e-’ in e-HRM: integrating a sociomaterial perspective	27
How to commit aging workers: the role of HR bundles	26
Voice in context: An international comparative study of employee experience with voice in small and medium enterprises	25
A bibliometric analysis of the psychologization of human resource management	25
Can reflection explain how empowering leadership affects spillover to family life? let me think about it	24
Negative workplace gossip and targets’ subjective well-being: a moderated mediation model	24
Mitigating medical brain drain: the role of developmental HRM and the focus on opportunities in reducing the self-initiated expatriation of young professionals	24
Motivational cultural intelligence and expatriate talent adjustment: an exploratory study of the moderation effects of cultural distance	23
Covid-19, working from home and work–life boundaries: the role of personality in work–life boundary management	22
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	22
A double-edged sword: empowering leadership to employees’ work-life interface	21
Unpacking the adaptive role of recruiters in fostering diversity	21
Consequences of corruption: determinants of public servants’ job satisfaction and performance	21
The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market	20
Integrating utility analysis and workforce strategy research: suggestions for future work	20
Responsible leadership during international assignments: a novel approach toward expatriation success	19
Empowering leadership improves employees’ positive psychological states to result in more favorable behaviors	19
SIE identity strain, job embeddedness and expatriate outcomes: within-domain and spillover buffering effects of off-the-job relationship building	19
Tensions in talent identification: a multi-stakeholder perspective	19
Building sustainable societies through human-centred human resource management: emerging issues and research opportunities	18
Augmented employee voice and employee engagement using artificial intelligence-enabled chatbots: a field study	18
Designing job ads to stimulate the decision to apply: a discrete choice experiment with business students	18
Does remote work adoption boost firm innovation? A cross-cultural study	17
The impact of green HR practices on employee proactive behaviour	17
Middle-managers’ innovative behavior: the roles of psychological empowerment and personal initiative	17
HRM’s financial value from obtaining more star performers	16
Non-binary gender identity expression in the workplace and the role of supportive HRM practices, co-worker allyship, and job autonomy	16
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems	16
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?	16
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan	16
Sustainable human resource management: the perspectives of Italian human resource managers	15
Executive pay dispersion: Reconciling the differing effects of pay inequality and pay inequity on firm performance	15
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs	14
Emotional labor, occupational identity and work engagement in Portuguese police officers	14
Managing talent in mission-driven organizations: a qualitative exploration	14
Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers	14
Furthering transgender inclusion in the workplace: advancing a new model of allyship intentions and perceptions	14
Multilingual mediators in the shadows: a case study of a Japanese multinational corporation	14
Does workplace ostracism lead to knowledge hiding? Modeling workplace withdrawal as a mediator and authentic leadership as a moderator	14
Gender diversity and firm performance: when diversity at middle management and staff levels matter	14
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness	13
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	13
Sourcing human capital for organizational effectiveness: sourcing strategy, determinants, and alignment	12
A paradox perspective on talent management: a multi-level analysis of paradoxes and their responses in talent management	12

When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment	12
Predictors of employees’ strike attitudes in multinational corporations in China: a multilevel relational model	12
Retaining teachers: does enriching teachers' jobs contribute? A two-wave study	12
The role of inter-team relational coordination in the high-performance work systems–team performance linkage	12
Mitigating work alienation: what can we learn from employee ownership?	12
How do idiosyncratic deals influence employees’ effort-reward imbalance? An empirical investigation of the role of social comparisons and denied i-deals	11
Examining work–home segmentation as a coping strategy for frontline workers: a mixed method study of social workers across Australia	11
Developmental networks affect academics’ career satisfaction through research productivity	11
Low-status expatriates in the United Arab Emirates: a psychological contract perspective	11
Patent productivity: Strategic human resources and the attention-based view	11
The role of organization-based self-esteem and job resources in promoting employees’ job crafting behaviors	11
Experienced incivility undermines the positive effects of job autonomy on mental and physical health	11
Correction	11
The relationship between HIWPs and nurse work engagement: the role of job crafting and supervisor support	10
Negative impression management: the troublemaker as trouble seeker	10
The smiling assassin?: Reconceptualising redundancy envoys as quasi-dirty workers	10
The role of previous experience in the analysis of the psychological contract and its outcomes during the socialization process: a signalling theory perspective	10
The potential dark side of remote work transformation: a social vulnerability and relational perspective	10
Language in international human resource management: current state of research and future research directions	10
Relationship between negative feedback and feedback management behaviours: a dual-process model	9
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	9
Between mundane and extreme: the nature of work on the UK supermarket frontline during a public health crisis	9
Trapped in cisnormative and binarist gendered constraints at work? How HR managers react to and manage gender transitions over time	9
The value of mixed methods work-family research for human resource management: a review and agenda	9
Wilkommen, bienvenue, welcome: language and national culture diversity messages as strategic recruiting tools for diverse organizations	9
Constant connectivity and boundary management behaviors: the role of human agency	9
Closer, stronger, and brighter: bringing IB and IHRM together through the lens of Sustainable Development Goals	9
The association between job design and organisational performance: the role of workforce engagement and burnout	9
Examining antecedents of repatriates’ job engagement and its influence on turnover intention	9
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	9
Proactivity or withdrawal? The role of attributions in employee psychological and behavioral responses to leader high performance expectations	9