OOIR: Observatory of International Research

Papers

(The TQCC of Personnel Review is 9. 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 2022-08-01 to 2026-08-01.)

Article	Citations
The role of human resource management in alternative work arrangements: review and way forward	81
What do we know and what should we research about employer brand? A bibliometric analysis	79
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	79
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	77
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	73
Linking leader-member exchange ambivalence and presenteeism: the roles of organization-based self-esteem and supervisor’s organizational embodiment	69
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	54
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	51
Facilitating working mothers’ transition back to work: a training approach to enhancing psychological resources	51
Mentoring global talent: an integrative review	45
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	41
Reconceptualizing HR change agency: introducing a framework and propositions for future research	40
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	39
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	37
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	35
Unpleasant experiences about idiosyncratic deals: exploring the effects of i-deal hassles on employee performance	34
Themed editorial: Job crafting – relevance to human resource management	33
Physician heal thyself: physician bullying, work outcomes and the role of psychological safety	33
Paradise is also an isolated Island: why work flow experience reduce social exchange	32
Why do universities use voluntary redundancy schemes? Human resource management in marketised higher education institutions	30
Work from home and shifting perceptions of career prospects among employees with children: the role of work- and family-related contexts	30
A social control perspective on authoritarian leadership and voice: power-related contingencies and the status mechanism	30
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	29
Contextual challenges in HR analytics adoption: an open systems perspective from HR managers in a developing country	29

Algorithmic management and gig worker well-being: unpacking the roles of job autonomy, precarity and union instrumentality	29
Role of crafting behaviors in work-life balance: development of a theoretical framework in the context of working from home	28
Combining work and vacation: workation as an attractive work arrangement	27
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	27
Phenomenon-driven contextual research and context-driven phenomenon research: advancing impactful HRM scholarship	26
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	26
Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	26
Gain or loss? The double-edged sword effect of digital human resource management on employee innovative performance	25
From passion to exhaustion: why engaged employees need autonomy to survive emotional labor	25
Technology-driven interventions in personnel selection: a case study on building effective research-practice bridges	24
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics	24
Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work	24
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training	24
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	22
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations	22
Organizational learning amidst a crisis: lessons from the biopharmaceutical sector during COVID-19	22
Shaping subordinate's adaptive performance-impact of supervisor's empowering leadership: a moderated mediation effect	22
Is voice part of my job? Understanding the effects of employee-supervisor proactive personality (in)congruence on voice role conceptualization and voice	22
How does job crafting enhance newcomer organizational socialization? The effects of coworker exchange and prosocial motivation	22
A challenge to the contemporary notion of high-performance work systems? The case of Sri Lankan tea plantations	22
More than a tool: how generative artificial intelligence shapes employees' work goal progress through resource gains and losses	21
The impact of robotics awareness on workers’ protective job preservation and voice: the moderating role of age	21
Human resource management practices in corporate restructuring: a review and agenda for future research	20
Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave	19
I am too stressed to speak up! Does financial stress impact employee voice?	19
The role of technology, calculative and collaborative HRM and social trust in driving human resource analytics in European firms	19
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective	19
Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values	18
Remote working and heavy work investment across employee fulfillment-crafting profiles	18
Better or worse? A dual-path model linking electronic performance monitoring to leadership effectiveness	18
Are wrongdoers with high hierarchy more likely to be subjected to negative gossip? An attributional perspective	17
Health services in Australia and the impact of antiquated rostering practices on medical scientists: a case for HR analytics and evidenced-based human resource management	17
Humanized algorithms matter! From enabling social exchange factors to building affective trust mechanism for facilitating gig workers’ task performance	17
Boosting or backfiring? Unveiling the benefits and risks of individual pay for performance with interactional justice as the moderator	17
Developing human resource analytics capability architecture in organizations	16
Impact of Islamic work ethic on employee ethical behavior: the serial mediation of moral identity and felt obligation	16
Exploring the careers of women with disabilities: a systematic review and implications for human resource management	16
Perceived value of external job mobility: development and validation of job mobility mindset	16
Addressing turnover intentions among medical radiation practitioners: the influence of wellbeing-focused HRM and individual resilience	16
Neuroscience tools at work: approaches to use across the employee lifecycle and future research agenda	15
When families overload careers: the critical role of family-interferes-with-work and boundary management	15
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment	15
Limits of ethical leadership and the role of ethics-oriented HRM system in managing Machiavellians	15
The guardians of the ladder: how meritocratic decisions are influenced by human resource and line managers	15
Tit for tat? Linking congruence in receiving and providing coworker feedback to affective trust	15
Exploring the nexus of leader dominance and prestige, trust and employee counterproductive work behaviors	14
The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement	14
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats	14
Measuring learning agility: a review and critique of learning agility measures	14
Negotiating temporal tensions and power: the time problem in qualified immigrant work integration in Canada	14

Is employer collection of diversity data attractive to potential job seekers? Ethnicity and sex differences and a UK–Sweden comparison	13
“It is all about me” – an investigation of interns’ workplace commitment	13
Home-based telework and job stress: the mediation effect of work extension	12
The link between supervisor support, servicing efficacy and job satisfaction among frontline hotel employees: an investigation in Turkey	12
A systematic literature review on artificial intelligence in recruiting and selection: a matter of ethics	12
A comprehensive meta-analysis of the impact of intervention programmes on psychological capital development: post-intervention and longer-term effects	12
The implications of telework for employee obesity	12
The role of family support on the effects of paramedic role overload on resilience, intention to leave and promotive voice	12
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	12
Employee and customer loyalty: two targets, one endeavor?	12
How do employees interact in routine change? High-involvement work practices at Tencent	12
HRM reactions to crisis situations: a latent class analysis approach	11
Labor market institutions and employee self-reported mental health	11
Behind the screen: exploring the job resources and demands of digital content creation	11
Uncovering the training paradox: nonlinear and context-dependent effects of training on frontline performance in a public service organization	11
Relational leadership and development opportunities: enhancing nurses’ employability in Dutch elderly care	11
Bespoke benefits: how idiosyncratic deals shape employee engagement and performance	11
Can we bank on it? Aligning human capital and climate finance within the workplace	11
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	11
Managing team interdependence to address the Great Resignation	11
Filling the void: the underlying processes of CEO post-retirement role identity reformation	10
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management	10
Success factors for effective workplace bullying interventions: a scoping review	10
Mental health and expatriate psychological adjustment post-COVID: towards a new framework	10
Your flexible work arrangements impacts my task performance: an attributional perspective	10
Human resource management, absorptive capacity and reverse knowledge transfer	10
Green human resource management and workplace cheating: a counterintuitive study	9
Mutual gains through sustainable employability investments: integrating HRM practices for organisational competitiveness	9
Why pushing your employees too hard can be dangerous? Negative implications of performance pressure for workplace safety behaviors	9
The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”	9
Strong state, weak union, direct enforcement: labor governance under state corporatism and populist authoritarianism in China	9
Fighting fear: the buffering of well-being-HRM on the effects of nurses’ fear of COVID-19 on job stress and patient care	9
Decoding job embeddedness: a meta-analysis on consequences and unveiling moderating forces	9
Mitigating quiet quitting in remote work: the role of tailored HR practices, supervisor support and psychological capital	9
From sludge to nudge: rethinking HRM as a choice architect in the face of social change	9
Trust networks, compassionate helping and employee performance	9
The role of deferred action in demystifying the “black box” of human resource management during economic crises	9
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	9
Skilled migrant hiring and selection: organisations’ challenges in embracing diversity in recruitment	9