OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Development Quarterly is 5. 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
Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance	53
PLS‐SEM: Prediction‐oriented solutions for HRD researchers	52
Delineating the tacit knowledge‐seeking phase of knowledge sharing: The influence of relational social capital components	31
How can employees adapt to change? Clarifying the adaptive performance concepts	28
Do servant, transformational, transactional, and passive avoidant leadership styles influence mentoring competencies for faculty? A study of a gender equity leadership development program	26
The paradoxical effect of responsible leadership on employee cyberloafing: A moderated mediation model	26
Mapping human resource development: Visualizing the past, bridging the gaps, and moving toward the future	24
Measures of curiosity: A literature review	23
Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction	22
Resisting ableism in deliberately developmental organizations: A discursive analysis of the identity work of employees with disabilities	21
The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior	19
Social informal learning and the role of learning climate: Toward a better understanding of the social side of learning among consultants	17
Perceived corporate social responsibility and affective commitment: The mediating role of psychological capital and the impact of employee participation	15
Feeling shame and guilt when observing workplace incivility: Elicitors and behavioral responses	15
Technological transformation and human resource development of early career talent: Insights from accounting, banking, and finance	15
Empowering leadership and followers' good and bad behaviors: A dual mediation model	14
Toward a process model of newcomer socialization: Integrating pre‐ and post‐entry factors for newcomer adjustment	13
The interplay between the level of voluntary participation and supervisor support on trainee motivation and transfer	13
Investigating the multidimensionality of informal learning: Validation of a short measure for white‐collar workers	12
Explosion of people analytics, machine learning, and human resource technologies: Implications and applications for research	12
Training and development investment and financial performance: The bidirectional relationship and the moderating effect of financial slack	11
Comparing the validity of net promoter and benchmark scoring to other commonly used employee engagement metrics	11
Employee engagement: Emerging insight of the millennial manufacturing workforce	10
Perceived work‐life balance: Exploring the experiences of professional Moroccan women	10
Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry	10

Does age matter? Examining career commitment as a moderator in the relationship between age‐related HR/D practices and subjective career success for younger versus older academic staff	9
Unlearning in the workplace: Antecedents and outcomes	9
Breaking the mold: Retention strategies for generations X and Y in a prototypical accounting firm	9
Examining mentors as buffers of burnout for employees high in neuroticism	9
A cross‐level analysis of organizational knowledge creation: How do transformational leaders interact with their subordinates' expertise and interpersonal relationships?	8
Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization‐based self‐esteem	8
Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement	8
To simulate or not to simulate? Comparing the effectiveness of video‐based training versus virtual reality‐based simulations on interpersonal skills development	8
The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance	7
Coaching techniques for sustained individual change during career transitions	7
It is hard to forget what comes around: Time‐lagged effects of employers' non‐fulfillment of psychological contract	7
Workplace bullying, socially aversive attitudes, reduced work group effectiveness, and organizational frustration	6
Type A/B personality, work–family, and family–work conflict: The moderating effects of emotional intelligence	5
Navigating tensions in rendering both career and psychosocial functions: An exploratory study of hybrid multiplex developmental relationships	5
The impact of new technologies on work and its implications for Human Resource Development research	5
On the systems intelligence of a learning organization: Introducing a new measure	5
Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development	5
Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi‐case, multi‐team study	5