OOIR: Observatory of International Research

Papers

(The TQCC of Organizational Dynamics is 7. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Should employees be required to return to the office?	117
Management attention and cyber risk position	64
The challenge and necessity of talking about weight at work	51
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches	50
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator	45
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change	42
Unlocking Protean Talent: A game changer for organizations	36
“Thinking about the people who make the products”: Conversations for Sustainable Futures	35
What Henri Fayol couldn’t know: Managing gig workers in the new economy	28
Can global talent management be good for society?	25
Engaging employees who care about the world: From what I need to who I am	25
Getting educated on strategic pay education	24
Social media and situational problem solving for employees' mental health support in organizations	24
New CEOs in corporate turnaround situations	23
How to overcome the nine most common teamwork barriers	23
Editorial Board	22
The ethical edge: Understanding corporate digital responsibility in organizations	21
Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies	21
Bridging ideas and market success: A framework for managing proof-of-concept projects	19
Editorial Board	19
Demonstrating the importance of the strategy implementation process to an entire organization	18
Business model idea screening: Advancing toward the Bullseye	18
Creating and leveraging actionable mission statements	18
Managing employees who self-plateau	18
Global talent unleashed: Navigating the promise and pitfalls of technology	18

What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work	17
Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks	17
Challenges to effective strategy implementation: Paths to resolution	17
Steering through the storm: Managing startup growth and pivots	17
A sensemaking approach to strategy making: The role of the leader in times of ambiguity	17
Avoiding the Best Practices Trap in Family Business Succession	16
Narcissistic leaders: The good, the bad, and recommendations	16
Mindfulness in organizations: Turning a trend into a trait	15
TRACES of trust: A framework for leading amid digital oversight	15
Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry	15
When remote work works better: How fit and autonomy shape employee outcomes	14
Between tradition and modernity – The overlooked dimension of informal networks in female leadership in Korea	12
Editorial Board	12
Ethical considerations of generative AI-enabled human resource management	12
Totally (Savannah) Bananas: The benefits of a mission-driven culture	11
Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help	11
Hybrid team management: The long and winding road	11
Implementing firm strategy in the informal economy	11
Avoiding conflict during transition to AI	10
Recognizing new complementarities before they become common sense – The role of similarity recognition	9
Cultivating place identity at work	9
Distinguishing between destructive and constructive resistance in strategy implementation processes	8
Introducing Sustainable Livelihoods: Why They are Needed - and How to Manage Them	7
Architecting human resource management systems with positive psychological capital	7
Playing your cards wisely: Strategy implementation through the three processes of pivoting	7
Fostering hybrid team performance through inclusive leadership strategies	7
Paradox of artificial intelligence as teammate	7
Skills-first HR: a key enabler of future global strategy	7