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 2021-12-01 to 2025-12-01.)

Article	Citations
“Thinking about the people who make the products”: Conversations for Sustainable Futures	96
Engaging employees who care about the world: From what I need to who I am	87
Management attention and cyber risk position	83
The challenge and necessity of talking about weight at work	47
What Henri Fayol couldn’t know: Managing gig workers in the new economy	40
Implementing strategic initiatives in MNE subsidiaries: Contrasting the path-dependency and effectuation approaches	37
Holding onto the victory after the victory: Leadership lessons from the war in Ukraine for recovery and positive change	36
Unlocking Protean Talent: A game changer for organizations	32
Should employees be required to return to the office?	26
How franchisees can leverage soft skills to facilitate implementation: Winning insights from a multi-unit operator	26
Supporting the productivity and wellbeing of remote workers	24
Social media and situational problem solving for employees' mental health support in organizations	23
From good citizens to bad politicians	22
You Take the High Road…I’ll Take the Low Road	20
Getting educated on strategic pay education	19
Can global talent management be good for society?	19
How to overcome the nine most common teamwork barriers	18
Revolutionary innovation and the incumbent business: Patterns of relationship and coping strategies	17
The ethical edge: Understanding corporate digital responsibility in organizations	17
New CEOs in corporate turnaround situations	17
Editorial Board	16
Creating and leveraging actionable mission statements	15
Challenges to effective strategy implementation: Paths to resolution	15
Demonstrating the importance of the strategy implementation process to an entire organization	15
What happened to the work I was doing? Sociomateriality and cognitive tensions in technology work	15

Managing employees who self-plateau	15
Business model idea screening: Advancing toward the Bullseye	14
Bridging ideas and market success: A framework for managing proof-of-concept projects	14
A sensemaking approach to strategy making: The role of the leader in times of ambiguity	14
Global talent unleashed: Navigating the promise and pitfalls of technology	14
Crossing the bridge from network training to development: A guide to move trainees from classroom insights to effective networks	13
Shared Sisterhood™	13
Internationalization strategies and dynamic capabilities of platform companies - A case study of the game industry	13
TRACES of trust: A framework for leading amid digital oversight	12
Avoiding the Best Practices Trap in Family Business Succession	12
Mindfulness in organizations: Turning a trend into a trait	12
When remote work works better: How fit and autonomy shape employee outcomes	11
Narcissistic leaders: The good, the bad, and recommendations	11
Ethical considerations of generative AI-enabled human resource management	11
Editorial Board	10
How to create psychological safety in virtual teams	9
Implementing firm strategy in the informal economy	9
Between tradition and modernity – The overlooked dimension of informal networks in female leadership in Korea	9
Too late, too rigid, too cold: Crisis communication failures that undermined organizational resilience – and how the 3E model could help	9
Hybrid team management: The long and winding road	9
High-quality listening in the age of COVID-19	9
Totally (Savannah) Bananas: The benefits of a mission-driven culture	8
Skills-first HR: a key enabler of future global strategy	8
Avoiding conflict during transition to AI	8
Business in the swamp	8
Architecting human resource management systems with positive psychological capital	7
Fostering hybrid team performance through inclusive leadership strategies	7
Distinguishing between destructive and constructive resistance in strategy implementation processes	7
Recognizing new complementarities before they become common sense – The role of similarity recognition	7
Paradox of artificial intelligence as teammate	6
The fallacy of giving advice	6
Cultivating place identity at work	6
Beyond direct stakeholders: The extensive scope of Societal Corporate Digital Responsibility (CDR)	6
Introducing Sustainable Livelihoods: Why They are Needed - and How to Manage Them	6
Celebrate the legacy of traditional firms	6