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 2022-06-01 to 2026-06-01.)

Article	Citations
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	135
Understanding employee vulnerability to cyberattacks using the lens of strategic human resource management	102
Does remote work adoption boost firm innovation? A cross-cultural study	78
Imprinting in HR process research: a systematic review and integrative conceptual model	75
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market	74
High-performance work systems (HPWS) expectation-perception difference and employee voice behavior: unraveling the mediating role of subjective well-being at work	68
Building nurses’ professional commitment for positive behavior and attitude: the joint effect of servant leadership and safety climate	56
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis	54
Developmental human resource practices and career crafting: the role of occupational self-efficacy and growth mindset	44
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	43
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	40
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?	39
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience	36
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes	36
Breaking down barriers: how board composition drives sustainability in GCC countries	35
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach	35
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems	32
Human capital resource strategies in times of technological change	31
Does working from home limit our strengths? Investigating character strength application in hybrid work contexts within 2 diary studies	31
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan	30
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness	28
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	28
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	28
Fueling creativity: HR practices, work engagement, personality, and autonomy	27
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework	27

Furlough and employee turnover: unveiling the hidden costs of relative deprivation and the moderating role of autonomy support	26
When and why do employer sponsored egg freezing benefits relate to organizational attraction? The role of HR attributions	26
The impact of enterprise–union coupling relationships on gig workers’ well-being in China: the roles of basic rights, growth rights and time pressure	24
Professional resonance: role conflict, identity work, and well-being in Danish retail banking	23
Managing legitimacy in a cross-border post-merger integration context: the role of language strategies	23
The effectiveness of well-being-oriented human resource management in the context of telework	22
When does empowering leadership affect employee voice behavior? The roles of consideration of future consequences and perceived coworker support	22
The interrelationship between green HRM, performance outcomes and employee attitudes towards greenhouse gas emission disclosure in the Chinese banking sector	22
A role perspective on flexible human resource practices and older workers’ early retirement intentions	22
Socially responsible HRM, psychological safety and host country employee helping behaviors towards war refugees	22
Kick robots away with heart and head: how and when AI interviews undermine organizational attraction	22
‘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	21
Approaching or avoiding? Mechanisms of host-country language proficiency in affecting virtual work adaptivity during COVID-19	21
Crossing the Rubicon: exploring migrants’ transition out of military service into civilian work	21
Sometimes collaboration is the better strategy: institutional context and the calculative and collaborative HRM-performance relationship in the Nordics, 1999–2021	21
Extreme work in organizations: mapping the field and a future research agenda	20
Burned out by the binary: how misgendering of nonbinary employees contributes to workplace burnout	20
Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations	19
Human resource management in times of crisis: what have we learnt from the recent pandemic?	19
Informal network context: deepening the knowledge and extending the boundaries of social network research in international human resource management	19
Navigating the talent journey: a contextual study of the evolution of talent perceptions	18
What shapes hiring outcomes for LGBTQ+ job candidates? A systematic review and research agenda	18
Do algorithms play fair? Analysing the perceived fairness of HR-decisions made by algorithms and their impacts on gig-workers	17
Relating pay inequality and pay level to need satisfaction and negative affective wellbeing	17
Human resource management systems research – how to gain impactful insights through formative measurement and hierarchical component models	17
Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions	17
To be or not to be: an identity salience career progression model of female returnees	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
Exercising agency through the internal conversation: responses to extreme work in the Chinese tech industry	15
Reexamining the relationship between extrinsic rewards and creativity: a study from the creative process engagement perspective	15
The chief human resource officer in the C-suite: peer prevalence and environmental uncertainty	15
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice	15
Augmenting diversity in hiring decisions with artificial intelligence tools	15
Technostress of HR professionals: the darker implication of remote work transformations	15
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	15
Checks and balances: leveraging artificial intelligence for tri-balance personnel selection systems	15
Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill	14
High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context	14
Subjectivity in performance review systems: unveiling the mechanisms of gender bias and leadership disparity in the information technology industry	14
Supporting refugee employees’ psychological needs at work: the role of HRM practices	14
Working against the backdrop of extreme marginalisation: stigma and the social relational model for the setting of mental health conditions	14
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	14
The dual effects of job design on knowledge hiding: expanding job demands–resources theory to employee rational-choice behaviour	14
A three-wave time-lagged study on family-friendly Employment practices and well-being in Hong Kong: the mediating effect of work engagement	13
Employee accountability: accounting for unaccounted for and under-studied employees	13
Emotional labor, occupational identity and work engagement in Portuguese police officers	13
Building a sustainable ecosystem of human resource management research: reflections and suggestions	13
Sustainable human resource management: the perspectives of Italian human resource managers	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

When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment	13
Constant connectivity and boundary management behaviors: the role of human agency	12
Diversity and inclusion practitioners and non-binary employees in the UK: a Bourdieusian analysis	12
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	12
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?	12
Health-Related HRM and subjective health complaints: the roles of need for recovery and overtime work	12
Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers	11
Dealing with special supervisors : a typology of coping strategies toward accountability to customers in g	11
Deglobalization as a contextual shock: implications for talent retention effectiveness	11
The remote work transformation: new actors, new contexts, new implications	11
Experienced incivility undermines the positive effects of job autonomy on mental and physical health	11
Engagement contagion from managers to employees: the role of eudaimonic well-being beliefs	11
The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op	10
Vertical and horizontal diffusion of labour standards in global supply chains: working hours practices of tier-1 and tier-2 textiles and garment suppliers	10
(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes	10
The evaluation of personnel selection methods by HR practitioners: The effect of reference and its interaction with information about validity	10
A fifth wheel? Local language skills and work-related outcomes among foreign employees	10
Enhancing gig workers’ acceptance and mitigating algorithm aversion: impact of algorithmic transparency from the cognitive appraisal theory perspective	10
Continuity and change in national HRM – an overview and future research agenda	10