OOIR: Observatory of International Research

Papers

(The TQCC of Organizational Dynamics is 6. 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 2021-11-01 to 2025-11-01.)

Article	Citations
“Thinking about the people who make the products”: Conversations for Sustainable Futures	92
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator	86
What Henri Fayol couldn’t know: Managing gig workers in the new economy	81
Should employees be required to return to the office?	42
Supporting the productivity and wellbeing of remote workers	36
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change	34
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches	32
Engaging employees who care about the world: From what I need to who I am	30
Management attention and cyber risk position	24
The challenge and necessity of talking about weight at work	24
Unlocking Protean Talent: A game changer for organizations	23
Social media and situational problem solving for employees' mental health support in organizations	22
Getting educated on strategic pay education	21
From good citizens to bad politicians	19
Can global talent management be good for society?	19
How to overcome the nine most common teamwork barriers	18
You Take the High Road…I’ll Take the Low Road	18
The ethical edge: Understanding corporate digital responsibility in organizations	16
Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies	16
Editorial Board	15
New CEOs in corporate turnaround situations	15
A sensemaking approach to strategy making: The role of the leader in times of ambiguity	14
Business model idea screening: Advancing toward the Bullseye	14
Demonstrating the importance of the strategy implementation process to an entire organization	14
Global talent unleashed: Navigating the promise and pitfalls of technology	14

Challenges to effective strategy implementation: Paths to resolution	14
Bridging ideas and market success: A framework for managing proof-of-concept projects	14
Creating and leveraging actionable mission statements	13
Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks	13
Managing employees who self-plateau	13
What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work	13
Narcissistic leaders: The good, the bad, and recommendations	12
Shared Sisterhood™	12
Ethical considerations of generative AI-enabled human resource management	12
Avoiding the Best Practices Trap in Family Business Succession	12
Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry	11
When remote work works better: How fit and autonomy shape employee outcomes	11
Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help	9
Mindfulness in organizations: Turning a trend into a trait	9
Implementing firm strategy in the informal economy	9
High-quality listening in the age of COVID-19	9
Editorial Board	9
How to create psychological safety in virtual teams	8
Paradox of artificial intelligence as teammate	8
Hybrid team management: The long and winding road	8
Totally (Savannah) Bananas: The benefits of a mission-driven culture	8
Avoiding conflict during transition to AI	7
Distinguishing between destructive and constructive resistance in strategy implementation processes	7
Architecting human resource management systems with positive psychological capital	6
Cultivating place identity at work	6
Introducing Sustainable Livelihoods: Why They are Needed - and How to Manage Them	6
Skills-first HR: a key enabler of future global strategy	6
Celebrate the legacy of traditional firms	6
Business in the swamp	6
Recognizing new complementarities before they become common sense – The role of similarity recognition	6
Fostering hybrid team performance through inclusive leadership strategies	6
Playing your cards wisely: Strategy implementation through the three processes of pivoting	6