OOIR: Observatory of International Research

Papers

(The median citation count of Asia Pacific Journal of Human Resources is 1. 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 2020-05-01 to 2024-05-01.)

Article	Citations
A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?	85
Sustainable human resource management: six defining characteristics	40
Human resources management and open innovation: the role of open innovation mindset	31
Human resource management in China: what are the key issues confronting organizations and how can research help?	24
Work, life and COVID‐19: a rapid review and practical recommendations for the post‐pandemic workplace	22
Promoting green performance through green human resource practices and green servant leadership	20
Supervisor‐subordinate guanxi and employee thriving at work: the key role of relation‐generated resources	18
Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective	18
Employee voice in the Asia Pacific	18
Overwork, job embeddedness and turnover intention among Chinese knowledge workers	17
Barriers to women in senior leadership: how unconscious bias is holding back Australia’s economy	15
A multilevel analysis of work–life balance practices	14
Detrimental effects of work overload on knowledge hiding in competitive organisational climates	13
Optimizing the relationship between job autonomy and knowledge workers’ satisfaction: The roles of crafting and value congruence	13
Workplace strategy: a new workplace model	13
Celebrating the 60^th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done	12
Tracking employee voice: developing the concept of voice pathways	12
HRM and the smart and dark side of technology	11
Artificial intelligence in health‐care: implications for the job design of healthcare professionals	11
The impact of ability‐, motivation‐ and opportunity‐enhancing strategic human resource management on performance: the mediating roles of emotional capability and intellectual capital	11
Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China	11
Impact of artificial intelligence in human resource management: a qualitative study in the Malaysian context	11
Fostering the high‐involvement model of human resource management: what have we learnt and what challenges do we face?	10
Promoting pro‐environmental behavior through organizational identity and green organizational climate	10
Job insecurity, work‐induced mental health deprivation, and timely completion of work tasks	9

Gender (in)equality in Australia: good intentions and unintended consequences	9
The experience of work‐life balance for women doctors and nurses in Malaysia	8
Inclusive leadership, matured age HRM practices and older worker wellbeing	8
Workplace performance: a sustainable approach	8
Capabilities and competencies for digitised human resource management: perspectives from Australian HR professionals	8
Does gender matter? The trickle‐down effect of voluntary green behavior in organizations	8
International and comparative human resource management: an Asia‐Pacific perspective	8
Workplace cyberbullying and interpersonal deviance: roles of depletion and perceived supervisor support	7
Exploring indigenous employee voice practice: perspectives from Vietnamese public sector organisations	7
How the organizational ethical climate accounts for employee voice behavior: a multilevel analysis	7
Be happy to be successful: a mediational model of PERMA variables	7
Towards a broader understanding of workplace inequality and exclusion in China: a review of discrimination based on social class, gender and physical ability	6
Adoption of high‐performance work systems in small and medium‐sized enterprises	6
HRM system strength and employee well‐being: the role of internal process and open systems	6
Pivoting after almost 50 years of SHRM research: toward a stakeholder view	6
Modeling the job quality of ‘work relationships’ in China’s gig economy	6
To engage or not? Antecedents of employee engagement in Sri Lanka	6
Victim or master of HRM implementation: the frontline manager conundrum	6
In what ways are HR Analytics and Artificial Intelligence transforming the healthcare sector?	5
Impact of flexibility stigma on outcomes: role of flexible work practices usage	5
Role modeling effects: how leader's job involvement affects follower creativity	5
Perspective taking and voice solicitation: a moderated mediation model	5
Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving	5
Analyzing the impact of artificial intelligence on employee productivity: the mediating effect of knowledge sharing and well‐being	5
Redefining Chinese talent management in a new context: a talent value theory perspective	5
Employee assistance programmes in China: a state‐of‐the‐art review and future research agenda	5
Factors affecting subsidiary staffing of Japanese multinationals: a panel data analysis	4
The trickle‐down effect of managers' belief in the importance of human resource management practices on employee performance: evidence from China	4
How HR systems are implemented matters: high‐performance work systems and employees’ thriving at work	4
Employment status and counterproductive work behaviour: a chain mediating effect in the Chinese context	4
Linking organizational emotional capability to innovation performance in high‐tech innovating firms	3
Does competitive climate at work lead to problems at home? Examination of mediating pathways	3
Promoting employee career growth: the benefits of sustainable human resource management	3
The double‐edged sword effect of high‐performance work systems: investigating when and why high‐performance work systems promote versus inhibit employee organizational citizenship behaviors	3
Decent work and proactive behaviors: a moderated chain mediation model	3
Exploring the context and interface of corporate social responsibility and HRM	3
Meeting customer needs through ethical leadership and training: examining Australian bank employees	3
Joking behaviours and bullying from the perspective of Australian human resource professionals	3
Developing the capacity for a proactively self‐managed career: an analysis of aspiring new‐generation employees in Japan	3
A meta‐analysis of the antecedents of employee willingness to expatriate	2
Performance appraisal quality and employee performance: the boundary conditions of human resource strength and religiosity	2
Introduction to the symposium ‘Transforming our future: a new social contract at work’?	2
Workplace reform: a new social contract for Australia	2
Rational or emotional? Prohibitive voice of outsourced employees in a time trajectory perspective	2
Between market and mayor: talent management in Chinese private firms and the role of local governments	2
High‐performance human resource practices and employee well‐being: the role of networking and proactive personality	2
	2
Smartdevice use in a COVID‐19 world: Exploring work–family conflict and turnover intentions	2
The complexities of employee voice within a multiculturally diverse aged care workforce setting	2
Managing human resources in information technology and business process offshoring firms operating in Asia: a literature review toward theoretically and contextually grounded research	1

Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership	1
Public healthcare in Pakistan: a people management solution?	1
Effect of conflict‐outcomes: moderating role of psychosocial mentoring and emotional intelligence	1
Improving employee outcomes in the remote working context: a time‐lagged study on digital‐oriented training, work‐to‐family conflict and empowering leadership	1
Autism in the Australian workplace: the employer perspective	1
Subjective well‐being, COVID‐19 and financial strain following job loss: stretching the role of human resource management to focus on human sustainability beyond the workplace	1
The effects of congruence between digital HRM systems and previous non‐digital HRM systems on firms' data‐driven insights	1
Subsidiary staffing strategy and innovation performance in Chinese multinational enterprises: the moderating effect of institutional distance	1
Wellness programs and employee outcomes: the role of HR attributions	1
COVID in Australia: HR managers' challenges and opportunities	1
How does supervisor developmental feedback make employees sense the meaning of work?	1
	1
Research on job insecurity and well‐being in the workplace from triple perspectives of HRM, leader and coworker	1
Examining the need for HR analytics to better manage and mitigate incidents of violence against nurses and personal care assistants in aged care	1
New Frontiers in HR Practices and HR Processes: evidence from Asia	1
Promoting expatriates’ acculturation: the three‐way interactive effect between cross‐cultural training, repatriation practice and leadership consideration	1
Doing the right thing: HRM in the performing arts	1