OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management is 2. 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
The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal	82
A quarter‐century review of HRM in small and medium‐sized enterprises: Capturing what we know, exploring where we need to go	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
The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality	20

Strategic human resource management in the era of environmental disruptions	20
Trickle‐down and bottom‐up effects of women's representation in the context of industry gender composition: A panel data investigation	20
Meaningfulness of work and supervisory‐rated job performance: A moderated‐mediation model	19
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	19
Similarities and differences in international and comparative human resource management: A review of 60 years of research	19
Tensions in talent: A micro practice perspective on the implementation of high potential talent development programs in multinational corporations	18
A meta‐analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses	18
Does women's board representation affect non‐managerial gender inequality?	18
Does employee humility Foster performance and promotability? Exploring the mechanisms of LMX and peer network centrality in China	16
Home and host distal context and performance appraisal in multinational enterprises: A 22 country study	16
Investigating employee and organizational performance in a cross‐border acquisition—A case of withdrawal behavior	16
Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction	16
The experience of commitment in the contemporary workplace: An exploratory reexamination of commitment model antecedents	15
Toward a more sustainable environment: Understanding why and when green training promotes employees' eco‐friendly behaviors outside of work	15
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	15
Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations	14
Independent professionals as talent: Evidence from individual views of working as a contractor	14
Performance management systems and multinational enterprises: Where we are and where we should go	14
One way or another? An international comparison of expatriate performance management in multinational companies	13
Mapping sexual orientation research in management: A review and research agenda	13
What you see is what you get? Measuring companies' projected employer image attributes via companies' employment webpages	13
Pre‐crisis commitment human resource management and employees' attitudes in a global pandemic: The role of trust in the government	12
The paths from insider to outsider: A review of employee exit transitions	12
Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources	12
The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise	12
Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices in Middle East and North Africa subsidiaries	11
The HR ecosystem: Emerging trends and a future research agenda	11
Who pays the penalty? Implications of gender pay disparities within top management teams for firm performance	10
The dynamics of diplomatic careers: The shift from traditional to contemporary careers	10
Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions	10
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	10
Backlash in performance feedback: Deepening the understanding of the role of gender in performance appraisal	10
Making the right friends: A social network perspective on newcomer socialization in teams	10
The road taken and the path forward for HR devolution research: An evolutionary review	9
Hello again: Managing talent with boomerang employees	9
HR ambidexterity and absorptive capacities: A paradox‐based approach to HRM capabilities and practice adoption in MNC subsidiaries	9
The curvilinear effect of perceived overqualification on constructive voice: The moderating role of leader consultation and the mediating role of work engagement	9
High‐performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability	9
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	9
Recessionary actions and absence: A workplace‐level study	9
How does affect relate to job search effort and success? It depends on pleasantness, activation, and core self‐evaluations	8
Navigating the era of disruption: How emotions can prompt job crafting behaviors	8
Pay for beauty? A contingent perspective of CEO facial attractiveness on CEO compensation	8
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	8
Appraising the revamped performance management system in Indian IT multinational enterprises: The employees' perspective	8
Strategic human resource management in the context of environmental crises: A COVID‐19 test	8
Does pay for individual performance truly undermine employee creativity? The different moderating roles of vertical and horizontal collectivist orientations	8
It takes two to tango: Knowledge transfer between expatriates and host country nationals	7
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	7
Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research	7

Recruitment brand equity for unknown employers: Examining the effects of recruitment message claim verifiability and credibility on job pursuit intentions	7
The dark side of leader–member exchange: Observers' reactions when leaders target their teammates for abuse	7
Distance matters! The role of employees' age distance on the effects of workforce age heterogeneity on firm performance	7
Exploring the pandemic's potential effects on workers' collectivist values, prosocial behaviors, and attitudes toward mistreatment	6
Chief executive officer positive framing and employee ownership	6
Organizational social activities and knowledge management behaviors: An affective events perspective	6
Does human resource system strength help employees act proactively? The roles of crisis strength and work engagement	6
The virtuous cycle of diversity	6
Assessing job crafting competencies to predict tradeoffs between competing outcomes	6
Investigating electronic word‐of‐mouth on social media: An eye‐tracking approach	6
A human capital‐based framework of career, well‐being, and social information reasons for managerial lateral job assignment preferences	5
The effects of mentor alcohol use norms on mentorship quality: The moderating role of protégé traditionality	5
Unraveling the relationship between high‐performance work systems and firm performance: A mediation analysis	5
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	5
Winning applicants and influencing job seekers: An introduction to the special issue on employer branding and talent acquisition	5
Effective communication for relational coordination in remote work: How job characteristics and HR practices shape user–technology interactions	4
The treatment of disabled individuals in small, medium‐sized, and large firms	4
Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution	4
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference	4
Social networks and citizenship behavior: The mediating effect of organizational identification	4
Unintended consequences of promotions: Importance of annual incentives for performance management systems	4
A contingency approach to HRM and firm innovation: The role of national cultures	4
A vicious cycle of symbolic tokenism: The gendered effects of external board memberships on chief executive officer compensation	4
HR practices and work relationships: A 20 year review of relational HRM research	4
Too much tenure? Nonlinear effects and moderated influences of unit‐level tenure and labor productivity	3
How and when do prior international experiences lead to global work? A career motivation perspective	3
Too smart to work hard? Investigating why overqualified employees engage in time theft behaviors	3
Looking up and fitting in: Team leaders' and members' behaviors and attitudes toward the environment in an MNC	3
The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	3
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure	3
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	3
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	3
A social network perspective on workplace inclusion: The role of network closure, network centrality, and need for affiliation	3
An investigation of corporate directors' responses to CEO pay ratio disclosures and say‐on‐pay votes	2
Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing	2
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	2
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Drivers of diversity on boards: The impact of the Sarbanes‐Oxley act	2
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Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	2
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	2
Stingy principals or benevolent stewards: Reward practices in family versus nonfamily trucking companies	2
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	2
Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions	2
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	2
A skills‐matching perspective on talent management: Developing strategic agility	2
When firms adopt sustainable human resource management: A fuzzy‐set analysis	2
The multiple roles of network ties in the employee job search process	2
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development	2