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 2020-11-01 to 2024-11-01.)

Article	Citations
A Systematic Methodology for Doing Qualitative Research	187
Revisiting Relational Coordination: A Systematic Review	119
Not Even Trying to Change the World: Why Do Elite Management Journals Ignore the Major Problems Facing Humanity?	43
The Grand Challenge for Research on the Future of Coaching	23
Unpacking “Sense of Place” and “Place-making” in Organization Studies: A Toolkit for Place-sensitive Research	22
Implementing Job Crafting Behaviors: Exploring the Effects of a Job Crafting Intervention Based on the Theory of Planned Behavior	21
Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews	21
Daily Self-Leadership and Playful Work Design: Proactive Approaches of Work in Times of Crisis	21
Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence	15
Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development	15
Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity	12
Generative Scholarship Through Prospective Theorizing: Appreciating the Roots and Legacy of Organization Development and Change to Build a Bright Future	12
Researching Change and Changing: Integrating Collaboration and Action Through Interiority	10
Partnering for Impact: A Grand Challenge and Design for Co-Creating a Just, Resilient and Flourishing Society	10
Positioning and Fit in Designing and Executing Qualitative Research	10
Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity	10
Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics	9
Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience	9
Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency	8
Project Forward! We Know Where Organization Change Has Been, But Where is it Headed?	8
Implementing Diversity Training Targeting Faculty Microaggressions and Inclusion: Practical Insights and Initial Findings	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	7
Leadership and Follower Voice: The Role of Inclusive Leadership and Group Faultlines in Promoting Collective Voice Behavior	7
Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research	7
Leader Tolerance of Ambiguity: Implications for Follower Performance Outcomes in High and Low Ambiguous Work Situations	7

A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change	7
Aligning Global Efforts for a Carbon Neutral World: The Race to Zero Campaign	6
Projecting Backward and Forward on Processes of Organizational Change and Innovation	6
Delivering impact via the ebb-and-flow of a research team: Reflection on a long-term program of research into a global societal challenge*	6
Gaining and Training a Digital Colleague: Employee Responses to Robotization	6
Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity	5
Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace	5
Forward to the Past	5
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	5
Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up	5
Competencies of Coaches that Predict Client Behavior Change	5
Picturing Topics Related to Change: Drawing and Its Underlying Elicitation Processes	5
Collaborative Inquiry for Change and Changing: Advances in Science-Practice Transformations	4
More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism	4
Sensemaking and Creativity at Work When Employees are Coping with Traumatic Life Experiences: Implications for Positive Organizational Change	4
Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model	4
Family, Work, Collegial, and Emotional Influences on Problem-Focused Voice Behaviors	4
Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization	4
A Compelling Beginning and More to Uncover	3
Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration	3
Is Your Organization Prepared to Manage Tsunami Change?	3
Leaders as Coaches: Towards a Code of Ethics	3
Collaborating Across Organizational Boundaries to Co-Create a More Just, Resilient, and Thriving Society	3
External Communities as Initiators of Organizational Change	3
Mirror, Mirror Outside My Wall: Reflexive Impacts of Insider/Outsider Collaborative Inquiry on the Insider Researcher	3
Team Readiness to Change: Reflexivity, Tenure, and Vision in Play	3
Organizational Implications of Pope Francis’ Integral Ecology	3
How and When job Security Reduces Resistance to Change in the Context of Organizational Change	3
Generative Artificial Intelligence and Generative Conversations: Contrasting Futures for Organizational Change?	3
Institutional Pressures, High-Performance Work Systems, and Marketability: The Moderating Role of Organizational Inertia	3
The Effect of Positive Management Practices on Firm Profitability – Evidence from Text Mining	3
Inclusive-Empathy in Leadership	3
The How and Why of Organizational Resilience: A Mixed-Methods Study on Facilitators and Consequences of Organizational Resilience Throughout a Crisis	3
When The Dodo Became Extinct: Why Rethinking Change Should Not Take A Pandemic	3
Lewin’s Democratic Style of Situational Leadership: A Fresh Look at a Powerful OD Model	3
Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs	2
Entry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations	2
Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations	2
Navigating the Gap Between Dialogic and Diagnostic Organization Development	2
A Leadership Development Kōan: Vulnerability as Change Capacity	2
The Generative Change Model: Creating the Agile Organization While Dealing With a Complex Problem	2
Social Fields: Knowing the Water We Swim in	2
Of Definitions, Demarcation, and Disaggregation: Some Comments on the Dynamic Application of Diagnostic and Dialogic Organization Development	2
Looking at Team Improvised Adaptation Through a Paradoxical Lens: The Role of Team Plasticity	2
Collaborative Inquiry Fuelled by Reflexive Learning: Changing Change	2
Perceived Supervisor Remorse and Turnover Intentions: The Role of Organization Based Self-Esteem and Affective Commitment	2
Why Digital Transformation May Fail – And What Can Be Done About It	2
Strategies for Generating Deliberately Emergent Qualitative Research Designs	2
Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys	2
No News Is Not Good News: The Mediating Role of Job Frustration in the Perceptions of Organizational Politics and Employee Silence	2

Building Trust Through Action Learning in An Uncertain Transorganizational Context	2
Facilitating Collaboration for Responsible Management Education: Voluntary Brokerage in the PRME Network	2
CEOs Driving Decision Making Toward Higher Performance: Strategic Micro-foundations of Small-Sized Family Firms	2
What's in Your Bag? Scholars and Practioners Talk Together Differently	2
Draw it, Check it, Change it: Reviving Lewin's Topology to Facilitate Organizational Change Theory and Practice	2