OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Organizational Behavior is 12. 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 2022-06-01 to 2026-06-01.)

Article	Citations
	493
	125
Human Capital Robotic Integration and Value Creation for Organizations	96
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	94
Is There a Sweet Spot for Gender Diversity Effects on Financial Performance in Organizations? An S‐Curve Model Explanation	77
Laying the groundwork for corporate social responsibility: Behavioral ethics in high‐hazard organizations	71
Enhancing Subordinate Job Performance Through Coaching Behaviors: A Lay Epistemic Approach	70
The multilevel well‐being paradox: Towards an integrative process theory of coping in teams	68
Ethnic minority CEO turnover: Resource‐based and leadership categorization perspectives	62
When Does Top Management Team Diversity Matter in Large Organizations?	54
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	50
A Meta‐Analysis of Antecedents and Outcomes of Flexible Working Arrangements	48
Moving from problems to solutions: A review of gender equality interventions at work using an ecological systems approach	41
Bias in the background? The role of background information in asynchronous video interviews	41
When Being Stuck in Your Career Has Implications Beyond Your Career: Spillover and Crossover Effects of Career Plateaus	39
Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context	38
Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences	37
Bringing contribution–receipt (im)balance to team–member exchange research: A moderated mediation model	36
Predictors of turnover amongst volunteers: A systematic review and meta‐analysis	33
Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power	33
Neurodiversity at Work: A Hiring Revolution or Just “Lite” Inclusion?	33
Customer‐Oriented Boundary Spanning, Functional Diversity, and Customer Adoption	32
Power of Narcissism Unleashed: Team Proactivity as a Function of Leader Narcissism, Collective Regulatory Focus, and Power Distance	32
Neurodiversity Right: The Case for Neurodiversity Employment Programs	31
	31

Promotion focus is valued in men more than in women	31
Whose interests matter? The role of participation in inclusive organizational behavior	31
Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior	30
Only time will tell: How teams centralize their voice around competent members over time to perform better	30
Profiles in persistence: A latent profile analysis of multilevel coping strategies enacted among women in the sciences	29
Where Is the Take in Give and Take? A Review of Empathy Effects on Workplace Outcomes for Both Givers and Receivers	29
Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta‐Analysis	28
Acting authentically: Using play to cultivate authentic interrelating in role performance	28
Leverage self‐ and other‐compassion to prevent the abuse trickle‐down	28
Relative income and value congruence in dual‐income couples	27
Issue Information	27
Collective friend group reactions to organizational change: A field theory approach	27
Some of Them Want to Use You: Antecedents and Consequences of Supervisors' Employee‐Directed Objectification	26
The Paradoxical Effects of Overqualification on Helping: An Exchange‐Based Framework	26
A Framework for Subgroup Dynamics Through the System Dynamics Lens: An Integrative Review of the Attribute and the Network Views	25
More is less? A dynamic perspective on mentors' task‐related information sharing, indegree centrality, and newcomer socialization outcomes	24
How Could I Have Served My Follower Better? A Counterfactual Thinking Intervention for Servant Leadership	23
An uncertainty management perspective on the antecedents of leader self‐serving behavior	22
Rotten apples in bad barrels: Psychopathy, counterproductive work behavior, and the role of social context	21
Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research	21
A dual‐path model of observers' responses to peer voice endorsement: The role of instrumental attribution	21
Issue Information	20
“Hireability” prospects for known bystander reporters of sexual harassment: Moral character, agreeableness, and gender effects	20
Linking Basis of Leader–Member Exchange Differentiation to Diversity Climate and Idea Generation	20
Gig work and gig workers: An integrative review and agenda for future research	20
“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives	20
Age–rank correlations and firm‐level outcomes: The moderating role of environmental dynamism	19
Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego‐Depletion and the Moderating Role of Gender	19
Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance	19
	19
How Can Teams Benefit From AI Team Members? Exploring the Effect of Generative AI on Decision‐Making Processes and Decision Quality in Team–AI Collaboration	19
Why have we not detected gender differences in organizational justice perceptions?! An evidenced‐based argument for increasing inclusivity within justice research	19
Covering Up for Coworkers: A Scale Development and Empirical Examination of Relational Cover‐Up Behavior	18
Correction to “Unraveling the Power of Leisure Crafting for Unengaged Employees: Implications for Creativity and Meaning at Work”	18
A Tale of Two Job Searches: An Integrative Review of How Job Seeker Characteristics Shape Informal Job Search Effectiveness	18
Sexualize one, objectify all? The sexualization spillover effect on female job candidates	18
Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes	18
Does Leader Feedback‐Seeking Behavior Fuel Employee Voice? The Roles of Organization‐Based Self‐Esteem, Workplace Anxiety and Apparent Sincerity of Leader	17
Energy, attentional resources and work–family conflict over the meso‐term: Resource loss spirals revisited	17
Understanding Why and When Supervisor Bottom‐Line Mentality Inhibits Workplace Safety	16
Fairness uncertainty and pay information exchange: Why and when employees disclose bonus pay to pay information websites	16
When Inviting Voice Backfires: How Leader Dominance Shapes Employee Responses to Voice Solicitation	16
Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro‐Group Voice	15
Do moral disengagers experience guilt following workplace misconduct? Consequences for emotional exhaustion and task performance	15
Generational differences at work? A meta‐analysis and qualitative investigation	15
Speaking without words: A meta‐analysis of over 70 years of research on the power of nonverbal cues in job interviews	15
Beyond the individual‐level conceptualization of dispositional resistance to change: Multilevel effects on the response to organizational change	15
Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI	14
Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social‐Cognitive Theory of Morality	14
Promoting Fun or Competition? Testing Interventions on Ludic and Agonistic Work Design	14

I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time	14
Introducing the thought experiments Point‐Counterpoint exchange	14
The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions	14
	14
How, when, and why high job performance is not always good: A three‐way interaction model	14
Dual Effects of Leader Pro‐Group Unethical Behavior: The Role of Attribution in Shaping Employee Reactions	14
Not Even Remotely Close: How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams	14
Back to Work! Perceived Overqualification, Proactive Helping Behaviors, and Work Adjustment Among Reentering Mothers	14
Workplace gossip: An integrative review of its antecedents, functions, and consequences	14
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice	13
Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work	13
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety	13
Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams”	13
From Friction to Fulfillment: Examining When and How Spousal Active‐Destructive Responsiveness to Employees' Sharing of Positive Events Benefits the Work Domain	13
Sharing Good News at Work to Collaborate and to Self‐Enhance: A Motivational and Reputational Perspective on Workplace Interpersonal Capitalization	13
Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior	13
A multilevel study of social networks and collective reactions to organizational change	13
	13
Issue Information	12
Felt trust: Added baggage or added value? A critical review, constructive redirection, and exploratory meta‐analysis	12
Empowering or burdening? The short‐term benefits and costs of upward networking at work	12
Linking Age‐Diversity Practices and Company Ratings Over Time: Evidence From Employer Reviews and a Longitudinal Experiment	12
When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective	12
Issue Information	12
From Imposter to Original: How Organizational Leaders Shape and Develop a Leader Identity Through Meaning‐Making of Experiences	12
Can Narcissistic Women Leaders Be Seen as Effective? A Multi‐Method Examination	12