OOIR: Observatory of International Research

Papers

(The TQCC of European Journal of Work and Organizational Psychology is 9. 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 2021-07-01 to 2025-07-01.)

Article	Citations
Using strengths and thriving at work: The role of colleague strengths recognition and organizational context	112
Get a little help from your perceived employability: Cross-lagged relations between multi-dimensional perceived employability, job insecurity, and work-related well-being	112
Nature, stability and determinants of multi-target commitment profiles: a longitudinal person-centered approach	74
A clinical perspective on burnout: diagnosis, classification, and treatment of clinical burnout	71
The daily dynamics of basic psychological need satisfaction at work, their determinants, and their implications: An application of Dynamic Structural Equation Modeling	69
When is higher LMX comparison not always effective? The role of team-level LMX disparity and neuroticism	65
Does looking forward set you back? Development and validation of the work prospection scale	53
The role of temporality in refugees’ work-related meaningfulness-making	40
Your body tells more than words – predicting perceived meeting productivity through body signals	35
Tackling precarious work through work and organizational psychology: it’s work but not as we know it	32
Learning and transfer in organisations: how it works and can be supported	32
They don’t really care about us: the impact of perceived vertical pay disparity on employee well-being	30
The relationship between servant leadership and cyberloafing: an investigation of meaningful work versus citizenship pressure	28
Work in times of Brexit: explanatory mechanisms linking macropolitical events with employee well-being	27
The role of individual goal orientations in shaping skill utilization over time: a four-year longitudinal study	26
Job insecurity and employee performance: examining different types of performance, rating sources and levels	21
Affect stability and employee creativity: the roles of work-related positive affect and knowledge sharing	21
Work-Nonwork Interface and Career Success: Examining Behavioural and Affective Linking Mechanisms	21
Interactive technologies through the lens of team effectiveness: an interdisciplinary systematic literature review	20
Perfectionism and cognitive-behavioural processes in daily work: Implications for self-related perceptions and emotions	20
New directions in burnout research	20
Leader–member exchange (LMX) and work performance: an application of self-determination theory in the work context	20
Publishers note	19
Exploring types of telecommuters: A latent class analysis approach	18
Can communal work activities reduce supervisors’ state grandiose narcissism? A 10-day experience sampling study	17

Daily receiving and providing of social support at work: identifying support exchange patterns in hierarchical data	17
How shared leadership and task complexity shape expectations of team effectiveness	17
Unravelling psychological contracts in a digital age of work: a systematic literature review	16
Are we ahead of the trend or just following? The role of work and organizational psychology in shaping emerging technologies at work	16
Justice, trust, and moral judgements when personnel selection is supported by algorithms	16
Turning strain into gain: leveraging manager compassion to promote team innovation and customer satisfaction in response to teams’ emotional exhaustion	15
Daily knowledge sharing at work: the role of daily knowledge sharing expectations, learning goal orientation and task interdependence	15
When do poor health increase the risk of subsequent workplace bullying? The dangers of low or absent leadership support	15
Chasing the goal(s): how a goal-setting intervention influences transfer motivation, its antecedents and transfer of training for different training types	14
Laissez-faire leadership and employee well-being: the contribution of perceived supervisor organizational status	14
Energized or distressed by time pressure? The role of time pressure illegitimacy	14
“We are like little elves who never get their own name” - Navigating the experience of precariousness in platform work	14
Organizational attractiveness after identity threats of crises: how potential employees anticipate social identity	14
Comparison of mindfulness training and acceptance and commitment therapy in a workplace setting: results from a randomized controlled trial	13
Crafting behaviours and employees’ and their partners’ well-being: a weekly study	13
A self-enhancement perspective on organizational socialization: Newcomer core self-evaluations, job crafting, and the role of leaders’ developmental coaching	12
Do behavioural intentions matter? A diary study on work-related ICT-use after work hours	12
Antecedents of physical sickness presenteeism during the COVID-19 pandemic	12
The effect of time and day of the week on burnout-related experiences: an experience sampling study	12
How do feedback seekers think? Disparate cognitive pathways towards incremental and radical creativity	12
Not up to the task: perceptions of women and men with work-family conflicts	12
Being “there and aware”: a meta-analysis of the literature on leader mindfulness	12
Why can’t I get out? The mediating role of internal inertial forces in the relationship between job embeddedness and the perceived likelihood of leaving: a test of the theory of career inaction	12
Revisiting the Multidimensional Work Motivation Scale (MWMS)	11
Work does not speak for itself: examining the incremental validity of personal branding in predicting knowledge workers’ employability	11
Job insecurity and (un)sustainable well-being: unravelling the dynamics of work, career, and life outcomes from a within-person perspective	11
One plus one equals one: age-diverse friendship and its complex relation to employees’ job satisfaction and turnover intentions	11
Exploration career role enactment and employability evaluations: the moderating roles of leader opening and closing behaviours	10
How transformational leadership transforms followers’ affect and work engagement	10
Intensifying and protective? – how organizational culture shapes the effect of work scheduling autonomy on the relationship between time pressure and self-endangering work behaviours	9
Fake it till you make it with your boss? Surface acting in interactions with leaders	9
Correction	9
An emotional journey to speaking up: understanding when and how employee daily emotions relate to promotive and prohibitive voice	9