OOIR: Observatory of International Research

Papers

(The H4-Index of Personnel Review is 27. 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
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	75
Mentoring global talent: an integrative review	72
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	70
Reconceptualizing HR change agency: introducing a framework and propositions for future research	69
The role of human resource management in alternative work arrangements: review and way forward	66
What do we know and what should we research about employer brand? A bibliometric analysis	58
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	52
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	50
Linking leader-member exchange ambivalence and presenteeism: the roles of organization-based self-esteem and supervisor’s organizational embodiment	46
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	42
Facilitating working mothers’ transition back to work: a training approach to enhancing psychological resources	39
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	38
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	37
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	37
Why do universities use voluntary redundancy schemes? Human resource management in marketised higher education institutions	37
Paradise is also an isolated Island: why work flow experience reduce social exchange	36
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	34
Physician heal thyself: physician bullying, work outcomes and the role of psychological safety	33
Unpleasant experiences about idiosyncratic deals: exploring the effects of i-deal hassles on employee performance	33
Themed editorial: Job crafting – relevance to human resource management	31
A social control perspective on authoritarian leadership and voice: power-related contingencies and the status mechanism	31
Employability as a compass for career success: a time-lagged study on the mediating role of job performance	30
The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	28
Work from home and shifting perceptions of career prospects among employees with children: the role of work- and family-related contexts	28
Algorithmic management and gig worker well-being: unpacking the roles of job autonomy, precarity and union instrumentality	28

Contextual challenges in HR analytics adoption: an open systems perspective from HR managers in a developing country	27
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	27