OOIR: Observatory of International Research

Papers

(The H4-Index of Human Resource Management is 21. 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 2020-03-01 to 2024-03-01.)

Article	Citations
A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go	82
The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal	82
How workplace support for the COVID‐19 pandemic and personality traits affect changes in employees' affective commitment to the organization and job‐related well‐being	69
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitme	54
Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being	53
Sixty years of research on technology and human resource management: Looking back and looking forward	52
Still in search of strategic human resource management? A review and suggestions for future research with China as an example	51
Sixty years of discrimination and diversity research in human resource management: A review with suggestions for future research directions	47
Effects of perceived overqualification on career distress and career planning: Mediating role of career identity and moderating role of leader humility	46
The double‐edged sword of job crafting: The effects of job crafting on changes in job demands and employee well‐being	43
Employee experience –the missing link for engaging employees: Insights from an MNE's AI‐based HR ecosystem	32
The performance impact of gender diversity in the top management team and board of directors: A multiteam systems approach	31
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	31
Deglobalization and talent sourcing: Cross‐national evidence from high‐tech firms	31
The shifting boundaries of talent management	29
A new look at the relationships between transformational leadership and employee attitudes—Does a high‐performance work system substitute and/or enhance these relationships?	26
Employee overqualification and manager job insecurity: Implications for employee career outcomes	26
Downsizing and surviving employees' engagement and strain: The role of job resources and job demands	25
Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness	24
Do leaders condone unethical pro‐organizational employee behaviors? The complex interplay between leader organizational identification and moral disengagement	24
Organizational and comparative institutionalism in international HRM: Toward an integrative research agenda	23
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	21
High commitment work systems and employee well‐being: The roles of workplace friendship and task interdependence	21
Crafting job demands and employee creativity: A diary study	21