Human Resource Management Review

Papers
(The TQCC of Human Resource Management Review is 24. 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
A contextual framework for understanding impression management73
Editorial Board73
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
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
Closing the gap between scholarly knowledge and practice: Guidelines for HRM action research30
Riding the tides of mergers and acquisitions by building a resilient workforce: A framework for studying the role of human resource management29
HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics28
Editorial Board28
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
Human integration following M&A: Synthesizing different M&A research streams27
Work disengagement: A review of the literature27
Developing strategic human resource theory and making a difference: An action science perspective25
Coping with dirty work: A meta-synthesis from a resource perspective25
Employee lactation: A review and recommendations for research, practice, and policy24
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