OOIR: Observatory of International Research

Papers

(The TQCC of Personnel Review is 8. 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
The effects of responsible leadership and knowledge sharing on job performance among knowledge workers	57
The ethics of people analytics: risks, opportunities and recommendations	56
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit	53
Human resource analytics: a review and bibliometric analysis	46
The university-to-work transition: responses of universities and organizations to the COVID-19 pandemic	40
Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices	40
How and when spiritual leadership enhances employee innovative behavior	38
Managing bullying in the workplace: a model of servant leadership, employee resilience and proactive personality	34
Supportive organizational climate: a moderated mediation model of workplace bullying and employee well-being	33
Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing	33
Enhancing job satisfaction through work–family enrichment and perceived supervisor support: the case of Australian social workers	33
Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions	32
21st century HR: a competency model for the emerging role of HR Analysts	30
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	28
Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements	27
When and why organizational cynicism leads to CWBs	27
High-performance work systems and employee voice behaviour: an integrated model and research agenda	27
Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support	27
Building organizational innovation through HRM, employee voice and engagement	25
Employer image, corporate image and organizational attractiveness: the moderating role of social identity consciousness	25
Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior	25
Linking performance pressure to employee work engagement: the moderating role of emotional stability	25
Threat or opportunity: accelerated job demands during COVID-19 pandemic	25
Does job stress enhance employee creativity? Exploring the role of psychological capital	25
Perceived overqualification and counterproductive work behavior: testing the mediating role of relative deprivation and the moderating role of ambition	23

Corporate social responsibility, organizational trust and commitment: a moderated mediation model	23
An integrated model of team resilience: exploring the roles of team sensemaking, team bricolage and task interdependence	22
The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?	21
Global competitive pressures and career ecosystems: contrasting the performance management systems in UK and French business schools	20
The voicer's reactions to voice: an examination of employee voice on perceived organizational status and subsequent innovative behavior in the workplace	19
But they promised! How psychological contracts influence the impact of felt violations on job-related anxiety and performance	19
Career adaptability, job crafting and subjective career success: the moderating roles of lone wolf personality and positive perfectionism	19
Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID 19 global pandemic: a moderated-mediation model	18
The impact of workplace loneliness on employee outcomes: what role does psychological capital play?	18
Can humble leaders nurture employee well-being? The roles of job crafting and public service motivation	18
Editorial: The great resignation: managing people in a post COVID-19 pandemic world	17
High-performance work systems and thriving at work: the role of cognitive appraisal and servant leadership	17
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	17
Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors	17
Work-life balance satisfaction in crisis times: from luxury to necessity – The role of organization's responses during COVID-19 lockdown	16
The impact of COVID-19 on the work–life balance of working mothers: evidence from Nigerian academics	16
The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust	16
Business strategy, performance appraisal and organizational results	16
Organizational support and employee thriving at work: exploring the underlying mechanisms	16
Do new ways of working increase informal learning at work?	16
Modelling the interaction between serious leisure, self-perceived employability, stress, and workplace well-being: empirical insights from graduates in India	16
Diverse effects of team diversity: a review and framework of surface and deep-level diversity	15
Perceived organizational support and work engagement of employees with children with disabilities	15
Relationship of perceived supervisor support, self-efficacy and turnover intention, the mediating role of burnout	15
The future of your job represents your future: a moderated mediation model of transformational leadership and job crafting	15
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	14
The role of the human dimension in organizational agility: an empirical study in intensive care units	14
Exploring layers of context-related work-from-home demands during COVID-19	14
Workforce age profile effects on job resources, work engagement and organizational citizenship behavior	14
Individual-focused transformational leadership and employee strengths use: the roles of positive affect and core self-evaluation	14
Organizational justice and climate for inclusion	14
The influences of abusive supervision on job satisfaction and mental health: the path through emotional labor	14
Employer’s investments in job crafting to promote knowledge worker’s sustainable employability: a moderated mediation model	14
Contexts of organizational learning in developing countries: the role of training programmes in Egyptian public banks	14
Gender and job performance: linking the high performance work system with the ability–motivation–opportunity framework	14
Is temporal leadership always beneficial? The role of job passion and synchrony preference	13
The effect of competition and passive avoidant leadership style on the occurrence of workplace bullying	13
Flexible working and applicant attraction: a person–job fit approach	13
Innovative work behaviour: the what, where, who, how and when	13
Diversity climate on turnover intentions: a sequential mediating effect of personal diversity value and affective commitment	13
Self-efficacy and job search success for new graduates	13
Freelance job search during times of uncertainty: protean career orientation, career competencies and job search	13
Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence	13
Does procedural justice climate increase the identification and engagement of migrant workers? A group engagement model perspective	13
Idealized influence and commitment: a granular approach in understanding leadership	13
Neurodiversity and remote work in times of crisis: lessons for HR	13
Why do employees struggle to thrive in the workplaces? A look at the impact of abusive supervision	12
Leaving on a jet plane? The effect of challenge–hindrance stressors, emotional resilience and cultural novelty on self-initiated expatriates' decision to exit China	12
Thwarted psychological needs: the negative impact of customer mistreatment on service employees and the moderating role of empowerment HRM practices	12
Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing	12

Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis	12
Interactional justice and willingness to share tacit knowledge: perceived cost as a mediator, and respectful engagement as moderator	12
The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity	12
Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	12
Investigating leadership and employee well-being in higher education	11
Occupational stereotypes: professionals´ warmth and competence perceptions of occupations	11
Job attitudes and career behaviors relating to employees' perceived incorporation of artificial intelligence in the workplace: a career self-management perspective	11
High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks	11
The sharing economy and the transformation of work: evidence from Foodora	11
Quantifying human resource management: a literature review	11
Spillover effects of organizational politics on family satisfaction: the role of work-to-family conflict and family support	11
Critical reflection and innovative work behavior: the mediating role of individual unlearning	11
Linking conservation of resource perspective to personal growth initiative and intention to leave: role of mediating variables	11
Dynamics of millennial employees' communicative behaviors in the workplace: the role of inclusive leadership and symmetrical organizational communication	11
How work–life conflict affects employee outcomes of Chinese only-children academics: the moderating roles of gender and family structure	10
Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance	10
Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate	10
Organization-based self-esteem and work-life outcomes	10
Spiritual leadership and work–family conflict: mediating effects of employee well-being	10
Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support	10
Retaining, resigning and firing: bibliometrics as a people analytics tool for examining research performance outcomes and faculty turnover	10
Leader favorable feedback and withdrawal behavior: a moderated mediation model of gratitude and leader-member exchange	10
Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries	10
Perception of organizational politics, knowledge hiding and organizational citizenship behavior: the moderating effect of political skill	9
Experiencing career plateau on a committed career journey: a boundary condition of career stages	9
The curvilinear relationship between within-person creative self-efficacy and individual creative performance: the moderating role of approach/avoidance motivations	9
The limits to employee involvement? Employee participation without HRM in a small not-for-profit organisation	9
The role of supervisor support for strengths use in promoting perceived employability and career satisfaction	9
Shaping emotional contagion in healthcare: the role of human resource practices and work harassment	9
Managers' responses to the initial stages of the Covid-19 pandemic: an executive coaching perspective	9
Keep your mouth shut until I feel good: testing the moderated mediation model of leader's threat to competence, self-defense tactics, and voice rejection	9
It takes a family to lighten the load! The impact of family-to-business support on the stress and creativity of women micro-entrepreneurs in Sri Lanka	9
Empowering leadership: balancing self-determination and accountability for motivation	9
Frontline managers' implementation of the formal and informal performance management systems	9
Impact of workplace safety on well-being: the mediating role of thriving at work	9
How and when does humble leadership enhance newcomer well-being	9
When career success enhances employees' life satisfaction: different effects of two types of goal orientations	8
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	8
When are employees idea champions? When they achieve progress at, find meaning in, and identify with work	8
Personnel Review at age 50: a retrospective using bibliometric analysis	8
Nurturing psychological capital: an examination of organizational antecedents: the role of employee perceptions of teamwork, training opportunities and leader–member exchange	8
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	8
Give full play to the talent: exploring when perceived overqualification leads to more altruistic helping behavior through extra effort	8
Crafting telework: a process model of need satisfaction to foster telework outcomes	8
How abusive supervision ultimately might enhance performance ratings among silent, neurotic employees	8
Effects of person-organization fit objective feedback and subjective perception on organizational attractiveness in online recruitment	8
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	8
Psychological assessment in human resource management: discrepancies between theory and practice and two examples of integration	8
Back to the future: post-pandemic work and management	8
Sleepy but creative? How affective commitment, knowledge sharing and organizational forgiveness mitigate the dysfunctional effect of insomnia on creative behaviors	8
Understanding the work goals–early retirement intention relationship: the mediating role of work passion and moderating role of HR practices’ flexibility	8
Composing the same song: when and how high-performance work systems can stimulate proactive behavior	8
Overcoming organizational politics with tenacity and passion for work: benefits for helping behaviors	8
Understanding HRM philosophy for HPWS and employees' perceptions	8
When the boss is blue: examining the effects of supervisors' negative emotions on subordinates' cognitive work engagement and family undermining	8
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	8
Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives	8