OOIR: Observatory of International Research

Papers

(The median citation count of Journal of Applied Behavioral Science is 2. 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 2020-04-01 to 2024-04-01.)

Article	Citations
A Systematic Methodology for Doing Qualitative Research	139
Revisiting Relational Coordination: A Systematic Review	98
COVID-19’s Uncomfortable Revelations About Agile and Sustainable Organizations in a VUCA World	59
Unraveling the What and How of Organizational Communication to Employees During COVID-19 Pandemic: Adopting an Attributional Lens	59
Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis	54
Leading Change in Response to COVID-19	50
Making Interviews Meaningful	39
Ambidexterity as Practice: Individual Ambidexterity Through Paradoxical Practices	38
Not Even Trying to Change the World: Why Do Elite Management Journals Ignore the Major Problems Facing Humanity?	33
Appreciative Inquiry in a Pandemic: An Improbable Pairing	25
The COVID-19 Crisis and Its Consequences: Ruptures and Transformations in the Global Institutional Fabric	23
The Mediating Role of Psychological Empowerment in the Relationship Between Transformational Leadership and Organizational Identification of Employees	19
Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews	17
Implementing Job Crafting Behaviors: Exploring the Effects of a Job Crafting Intervention Based on the Theory of Planned Behavior	17
Work Engagement and Job Crafting as Conditions of Ambivalent Employees’ Adaptation to Organizational Change	16
Categories, Crossroads, Control, Connectedness, Continuity, and Change: A Metaphorical Exploration of COVID-19	15
Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development	15
The Grand Challenge for Research on the Future of Coaching	13
Daily Self-Leadership and Playful Work Design: Proactive Approaches of Work in Times of Crisis	13
Gossiping About an Arrogant Leader: Sparked by Inconsistent Leadership, Mitigated by Employee Resilience	13
Edgar Schein on Change: Insights Into the Creation of a Model	12
Unpacking “Sense of Place” and “Place-making” in Organization Studies: A Toolkit for Place-sensitive Research	11
Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity	9
Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience	8
Tacking Amid Tensions: Using Oscillation to Enable Creativity in Diverse Teams	8

Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity	8
Project Forward! We Know Where Organization Change Has Been, But Where is it Headed?	8
Organizational Posttraumatic Growth: Thriving After Adversity	7
Researching Change and Changing: Integrating Collaboration and Action Through Interiority	7
The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In	7
Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research	7
Generative Scholarship Through Prospective Theorizing: Appreciating the Roots and Legacy of Organization Development and Change to Build a Bright Future	7
Making a Difference: Developing Actionable Knowledge for Practice and Theory	7
Positioning and Fit in Designing and Executing Qualitative Research	7
Understanding the Benefit–Cost Relationship in Long-Standing Community-Based Participatory Research (CBPR) Partnerships: Findings From the Measurement Approaches to Partnership Success (MAPS) Study	6
Partnering for Impact: A Grand Challenge and Design for Co-Creating a Just, Resilient and Flourishing Society	6
Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics	6
Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency	6
Leadership and Follower Voice: The Role of Inclusive Leadership and Group Faultlines in Promoting Collective Voice Behavior	5
Researching a Pandemic: Letting COVID-19 Drive Our Research	5
Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence	5
Projecting Backward and Forward on Processes of Organizational Change and Innovation	5
Leader Tolerance of Ambiguity: Implications for Follower Performance Outcomes in High and Low Ambiguous Work Situations	5
A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change	5
The Power of the Platform: Place and Employee Responses to Organizational Change	4
Character and Trust in Crisis Leadership: Probing the Relationships Among Character, Identification-Based Trust, and Perceptions of Effectiveness in Political Leadership During the COVID-19 Pandemic	4
Forward to the Past	4
Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up	4
Gaining and Training a Digital Colleague: Employee Responses to Robotization	4
Implementing Diversity Training Targeting Faculty Microaggressions and Inclusion: Practical Insights and Initial Findings	4
Picturing Topics Related to Change: Drawing and Its Underlying Elicitation Processes	4
Sensemaking and Creativity at Work When Employees are Coping with Traumatic Life Experiences: Implications for Positive Organizational Change	3
Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration	3
Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization	3
Responses to the Problem of OD Stagnation: A Tribute to Warner Burke	3
Institutional Pressures, High-Performance Work Systems, and Marketability: The Moderating Role of Organizational Inertia	3
Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity	3
Organization Development Values From a Future-Oriented Perspective: An International Delphi Study	3
Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model	3
Leading Change With Intelligence: The Power of Diagnosis in Creating Organizational Renewal	3
Aligning Global Efforts for a Carbon Neutral World: The Race to Zero Campaign	3
A Compelling Beginning and More to Uncover	3
More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism	3
When The Dodo Became Extinct: Why Rethinking Change Should Not Take A Pandemic	3
Facilitating Collaboration for Responsible Management Education: Voluntary Brokerage in the PRME Network	2
A Leadership Development Kōan: Vulnerability as Change Capacity	2
How and When job Security Reduces Resistance to Change in the Context of Organizational Change	2
Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs	2
Lewin’s Democratic Style of Situational Leadership: A Fresh Look at a Powerful OD Model	2
Of Definitions, Demarcation, and Disaggregation: Some Comments on the Dynamic Application of Diagnostic and Dialogic Organization Development	2
Mirror, Mirror Outside My Wall: Reflexive Impacts of Insider/Outsider Collaborative Inquiry on the Insider Researcher	2
Competencies of Coaches that Predict Client Behavior Change	2
Navigating the Gap Between Dialogic and Diagnostic Organization Development	2
CEOs Driving Decision Making Toward Higher Performance: Strategic Micro-foundations of Small-Sized Family Firms	2
The Generative Change Model: Creating the Agile Organization While Dealing With a Complex Problem	2

Collaborating Across Organizational Boundaries to Co-Create a More Just, Resilient, and Thriving Society	2
External Communities as Initiators of Organizational Change	2
Delivering impact via the ebb-and-flow of a research team: Reflection on a long-term program of research into a global societal challenge*	2
Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace	2
Collaborative Inquiry Fuelled by Reflexive Learning: Changing Change	2
Inclusive-Empathy in Leadership	2
What's in Your Bag? Scholars and Practioners Talk Together Differently	2
Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys	2
Entry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations	2
Family, Work, Collegial, and Emotional Influences on Problem-Focused Voice Behaviors	2
The Effect of Positive Management Practices on Firm Profitability – Evidence from Text Mining	2