OOIR: Observatory of International Research

Papers

(The H4-Index of Human Resource Management is 32. 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
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	310
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	169
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	138
Issue Information	124
The rise of the human capital industry and its implications for research	122
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	121
Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers?	115
Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions	99
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	80
Neurodiversity at Work: Challenges and Opportunities for Human Resource Management	74
Answerable for what? The role of accountability focus in line manager HR implementation	71
Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integ	64
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	63
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	62
Managers' Decisions About Informal Accommodation Requests by Employees With and Without Disabilities	58
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	53
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	48
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	43
	42
Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	42
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	42
It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory	41
How Signals of Silence Sustain Sexual Harassment and What to Do About It	41
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	38
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	38

The SMART model of work design: A higher order structure to help see the wood from the trees	37
Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)	37
From Digital Strings to Negotiated Wings: Consequences of Electronic Performance Monitoring and Development Idiosyncratic Deals	36
From Static Fit to Dynamic Alignment: The Emergence and Evolution of HR Ecosystems in Fragmented Workplaces	34
The Illusion of Performance Management	34
Enforced but not Enacted: How Return‐to‐Office Policies Reshape Boundary Enactment, Work‐Location Volition, and Eudaimonic Wellbeing	33
	32
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	32
	32
Am I Just a Digital Puppet? Exploring the Impact of Electronic Performance Monitoring and Supervisor Monitoring on Employee Performance From the Perspective of Objectification Theory	32