Human Resource Management Review

Papers
(The median citation count of Human Resource Management Review is 8. 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.)
ArticleCitations
Addressing social-business tensions in hybridized nonprofit organizations: The contribution of strategic human resource management329
Employee work habits: A definition and process model192
How gender matters: A conceptual and process model for family-supportive supervisor behaviors128
A process model of volunteer motivation124
Editorial Board121
Talking the talk: Considering forced language-switching in the workplace119
Announcement115
Fear and work performance: A meta-analysis and future research directions84
Editorial Board83
Working after incarceration: An integrative framework of pre- and post-hire experiences of formerly incarcerated individuals82
Workplace mindfulness: An integrative review of antecedents, mediators, and moderators79
Subjective well-being among blue-collar immigrant employees: A systematic literature review78
Citizenship ambivalence: Its nature, causes and consequences76
Editorial Board73
A contextual framework for understanding impression management73
Antecedents and measures of organizational effectiveness: A systematic review of literature69
Back to basics in human resource theorizing: A call for greater attention to jobs63
Gaining feedback acceptance: Leader-member attachment style and psychological safety62
The roles of the HR function: A systematic review of tensions, continuity and change59
A meta-analysis of team reflexivity: Antecedents, outcomes, and boundary conditions57
e-HRM: A meta-analysis of the antecedents, consequences, and cross-national moderators54
A framework for disability in the new ways of working49
Improving the psychosocial environment for older trainees: Technological training as an illustration45
Mapping bystander intervention to workplace inclusion: A scoping review44
The role of country-level human capital in the high-performance work systems and organizational performance association: A meta-analysis43
Organisational learning, learning organisation, and learning orientation: An integrative review and framework42
A network approach to work-family conflict39
Artificial intelligence and people management: A critical assessment through the ethical lens38
Sustainable HRM: An extension of the paradox perspective37
An HRM perspective on workplace commitment: Reconnecting in concept, measurement and methodology36
An integrative literature review of the CSR-HRM nexus: Learning from research-practice gaps35
Unlocking the value of artificial intelligence in human resource management through AI capability framework34
Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research30
Considering strengths use in organizations as a multilevel construct30
Simply the best? A systematic literature review on the predictive validity of employee performance for leader performance30
Riding the tides of mergers and acquisitions by building a resilient workforce: A framework for studying the role of human resource management29
Finding human nature coherence in theoretical narratives: A heuristics approach and a leadership illustration28
Gravity's pull: The identity-related motives and outcomes of hiring stars28
Should I do this? Incongruence in the face of conflicting moral and role expectations28
HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics28
Editorial Board28
Human integration following M&A: Synthesizing different M&A research streams27
Work disengagement: A review of the literature27
Coping with dirty work: A meta-synthesis from a resource perspective25
Developing strategic human resource theory and making a difference: An action science perspective25
Employee lactation: A review and recommendations for research, practice, and policy24
Leveraging entrepreneurial ecosystems as human resource systems: A theory of meta-organizational human resource management23
The role of collaborative human resource management in supporting open innovation: A multi-level model23
Event-driven changes in person-organization fit: A conceptual integration and research agenda23
The cost of ‘cost reduction’: An integrative review of blended workgroups22
Comparisons of the effects of individual and collective performance-related pay on performance: A review22
How executive coaches actually coach: Leveraging a relational lens22
Embedding the individual within the career ecosystem: A systematic review of multi-level antecedents of multiple job holding21
Redefining concepts to build theory: A repertoire for conceptual innovation21
From personal wellbeing to relationships: A systematic review on the impact of mindfulness interventions and practices on leaders20
From curse to cure of workplace ostracism: A systematic review and future research agenda20
Employee engagement: Do practitioners care what academics have to say – And should they?19
Designing and implementing high-performance work systems: Insights from consulting practice for academic researchers19
Toward an overarching multi-level conceptualization of emergent leadership: Perspectives from social identity, and implicit leadership theories18
Inclusive talent development as a key talent management approach: A systematic literature review18
Do managers need to worry about employees' financial stress? A review of two decades of research17
An interdisciplinary review of AI and HRM: Challenges and future directions16
Team familiarity—Boon for routines, bane for innovation? A review and future research agenda16
Skills-based volunteering: A systematic literature review of the intersection of skills and employee volunteering16
A systematic literature review on the impact of artificial intelligence on workplace outcomes: A multi-process perspective16
Caring human resources management and employee engagement16
HRM in the global information technology (IT) industry: Towards multivergent configurations in strategic business partnerships15
Editorial Board14
Editorial Board14
Editorial Board14
Multi-level considerations in executive organizational transfer13
The norm of norms in HRM research: A review and suggestions for future studies13
Editorial Board13
Applicant reactions to social media assessment: A review and conceptual framework12
Understanding the positive and negative effects of team virtuality: A theoretical review and research agenda12
Taking the emergent in team emergent states seriously: A review and preview12
Differentiated career ecosystems: Toward understanding underrepresentation and ameliorating disparities in STEM12
Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration11
HRM in entrepreneurial firms: A systematic review and research agenda11
Underlining micro socio-psychological mechanisms of buyer-supplier relationships: Implications for inter-organizational learning agility11
The paradox of paradoxical leadership: A multi-level conceptualization11
“Leisureship”: Impact of pursuing serious leisure on leaders' performance10
Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation10
Rediscovering the “Human” in strategic human capital9
The delivery of bad news: An integrative review and path forward9
Navigating the shifting landscapes of HRM9
Workplace ostracism: A process model for coping and typologies for handling ostracism9
Introducing a multi-stakeholder perspective on opacity, transparency and strategies to reduce opacity in algorithm-based human resource management9
Human resources analytics: A systematization of research topics and directions for future research8
Mental health and well-being at work: A systematic review of literature and directions for future research8
Time heals all wounds? HRM and bereavement in the workplace8
How is work group inclusiveness influenced by working virtually?8
The practitioner-academic gap: A view from the middle8
Agile for HR: Fine in practice, but will it work in theory?8
Theorizing the relationship between discretionary employee benefits and individual performance8
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