OOIR: Observatory of International Research

Papers

(The TQCC of Personnel 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 2020-05-01 to 2024-05-01.)

Article	Citations
The ethics of people analytics: risks, opportunities and recommendations	59
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit	57
Human resource analytics: a review and bibliometric analysis	47
Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices	41
The university-to-work transition: responses of universities and organizations to the COVID-19 pandemic	41
How and when spiritual leadership enhances employee innovative behavior	41
Managing bullying in the workplace: a model of servant leadership, employee resilience and proactive personality	36
Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing	35
Enhancing job satisfaction through work–family enrichment and perceived supervisor support: the case of Australian social workers	33
Supportive organizational climate: a moderated mediation model of workplace bullying and employee well-being	33
Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions	32
Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support	30
21st century HR: a competency model for the emerging role of HR Analysts	30
High-performance work systems and employee voice behaviour: an integrated model and research agenda	29
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	28
Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements	28
Does job stress enhance employee creativity? Exploring the role of psychological capital	26
Threat or opportunity: accelerated job demands during COVID-19 pandemic	26
Linking performance pressure to employee work engagement: the moderating role of emotional stability	26
Building organizational innovation through HRM, employee voice and engagement	26
Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior	25
Corporate social responsibility, organizational trust and commitment: a moderated mediation model	25
Perceived overqualification and counterproductive work behavior: testing the mediating role of relative deprivation and the moderating role of ambition	25
The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?	21
Career adaptability, job crafting and subjective career success: the moderating roles of lone wolf personality and positive perfectionism	20

Global competitive pressures and career ecosystems: contrasting the performance management systems in UK and French business schools	20
The voicer's reactions to voice: an examination of employee voice on perceived organizational status and subsequent innovative behavior in the workplace	19
Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors	19
Editorial: The great resignation: managing people in a post COVID-19 pandemic world	19
Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID 19 global pandemic: a moderated-mediation model	19
But they promised! How psychological contracts influence the impact of felt violations on job-related anxiety and performance	19
The impact of workplace loneliness on employee outcomes: what role does psychological capital play?	18
Can humble leaders nurture employee well-being? The roles of job crafting and public service motivation	18
Work-life balance satisfaction in crisis times: from luxury to necessity – The role of organization's responses during COVID-19 lockdown	17
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	17
High-performance work systems and thriving at work: the role of cognitive appraisal and servant leadership	17
Modelling the interaction between serious leisure, self-perceived employability, stress, and workplace well-being: empirical insights from graduates in India	17
Business strategy, performance appraisal and organizational results	17
Organizational support and employee thriving at work: exploring the underlying mechanisms	17
Exploring layers of context-related work-from-home demands during COVID-19	16
Diversity climate on turnover intentions: a sequential mediating effect of personal diversity value and affective commitment	16
Perceived organizational support and work engagement of employees with children with disabilities	16
Relationship of perceived supervisor support, self-efficacy and turnover intention, the mediating role of burnout	16
Diverse effects of team diversity: a review and framework of surface and deep-level diversity	16
The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust	16
Do new ways of working increase informal learning at work?	16
The impact of COVID-19 on the work–life balance of working mothers: evidence from Nigerian academics	16
The influences of abusive supervision on job satisfaction and mental health: the path through emotional labor	15
Individual-focused transformational leadership and employee strengths use: the roles of positive affect and core self-evaluation	15
Innovative work behaviour: the what, where, who, how and when	15
Contexts of organizational learning in developing countries: the role of training programmes in Egyptian public banks	15
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	15
The future of your job represents your future: a moderated mediation model of transformational leadership and job crafting	15
Employer’s investments in job crafting to promote knowledge worker’s sustainable employability: a moderated mediation model	14
Freelance job search during times of uncertainty: protean career orientation, career competencies and job search	14
Workforce age profile effects on job resources, work engagement and organizational citizenship behavior	14
Job attitudes and career behaviors relating to employees' perceived incorporation of artificial intelligence in the workplace: a career self-management perspective	13
Critical reflection and innovative work behavior: the mediating role of individual unlearning	13
The effect of competition and passive avoidant leadership style on the occurrence of workplace bullying	13
Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis	13
Idealized influence and commitment: a granular approach in understanding leadership	13
Is temporal leadership always beneficial? The role of job passion and synchrony preference	13
Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing	13
Self-efficacy and job search success for new graduates	13
Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	13
Neurodiversity and remote work in times of crisis: lessons for HR	13
Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence	13
Does procedural justice climate increase the identification and engagement of migrant workers? A group engagement model perspective	13
Why do employees struggle to thrive in the workplaces? A look at the impact of abusive supervision	13
Flexible working and applicant attraction: a person–job fit approach	13
The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity	12
Leaving on a jet plane? The effect of challenge–hindrance stressors, emotional resilience and cultural novelty on self-initiated expatriates' decision to exit China	12
Interactional justice and willingness to share tacit knowledge: perceived cost as a mediator, and respectful engagement as moderator	12
Thwarted psychological needs: the negative impact of customer mistreatment on service employees and the moderating role of empowerment HRM practices	12
The sharing economy and the transformation of work: evidence from Foodora	11

Quantifying human resource management: a literature review	11
Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance	11
Linking conservation of resource perspective to personal growth initiative and intention to leave: role of mediating variables	11
High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks	11
Spillover effects of organizational politics on family satisfaction: the role of work-to-family conflict and family support	11
Investigating leadership and employee well-being in higher education	11
Occupational stereotypes: professionals´ warmth and competence perceptions of occupations	11
Dynamics of millennial employees' communicative behaviors in the workplace: the role of inclusive leadership and symmetrical organizational communication	11
How and when does humble leadership enhance newcomer well-being	10
Give full play to the talent: exploring when perceived overqualification leads to more altruistic helping behavior through extra effort	10
Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support	10
The role of supervisor support for strengths use in promoting perceived employability and career satisfaction	10
How work–life conflict affects employee outcomes of Chinese only-children academics: the moderating roles of gender and family structure	10
Impact of workplace safety on well-being: the mediating role of thriving at work	10
Leader favorable feedback and withdrawal behavior: a moderated mediation model of gratitude and leader-member exchange	10
Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate	10
Team reward interdependence and team performance: roles of shared leadership and psychological ownership	10
Empowering leadership: balancing self-determination and accountability for motivation	10
Retaining, resigning and firing: bibliometrics as a people analytics tool for examining research performance outcomes and faculty turnover	10
Psychological assessment in human resource management: discrepancies between theory and practice and two examples of integration	10
Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries	10
Perception of organizational politics, knowledge hiding and organizational citizenship behavior: the moderating effect of political skill	10
Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives	10
Managers' responses to the initial stages of the Covid-19 pandemic: an executive coaching perspective	10
Keep your mouth shut until I feel good: testing the moderated mediation model of leader's threat to competence, self-defense tactics, and voice rejection	10
How abusive supervision ultimately might enhance performance ratings among silent, neurotic employees	9
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	9
The limits to employee involvement? Employee participation without HRM in a small not-for-profit organisation	9
Shaping emotional contagion in healthcare: the role of human resource practices and work harassment	9
When are employees idea champions? When they achieve progress at, find meaning in, and identify with work	9
Crafting telework: a process model of need satisfaction to foster telework outcomes	9
Frontline managers' implementation of the formal and informal performance management systems	9
Experiencing career plateau on a committed career journey: a boundary condition of career stages	9
Nurturing psychological capital: an examination of organizational antecedents: the role of employee perceptions of teamwork, training opportunities and leader–member exchange	8
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	8
Informal learning and career identity formation: the mediating role of work engagement	8
When career success enhances employees' life satisfaction: different effects of two types of goal orientations	8
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	8
Personnel Review at age 50: a retrospective using bibliometric analysis	8
Back to the future: post-pandemic work and management	8
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	8
Composing the same song: when and how high-performance work systems can stimulate proactive behavior	8
Effects of person-organization fit objective feedback and subjective perception on organizational attractiveness in online recruitment	8
Understanding HRM philosophy for HPWS and employees' perceptions	8
When the boss is blue: examining the effects of supervisors' negative emotions on subordinates' cognitive work engagement and family undermining	8
Green human resource management and employee innovative behaviour: does inclusive leadership play a role?	8
Understanding the work goals–early retirement intention relationship: the mediating role of work passion and moderating role of HR practices’ flexibility	8
Overcoming organizational politics with tenacity and passion for work: benefits for helping behaviors	8
The role of human resource professionals (HRPs) in managing workplace bullying: perspectives from HRPs and employee representatives in Australia	8