OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management is 14. 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
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
	42
How Signals of Silence Sustain Sexual Harassment and What to Do About It	41
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
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

Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)	37
The SMART model of work design: A higher order structure to help see the wood from the trees	37
From Digital Strings to Negotiated Wings: Consequences of Electronic Performance Monitoring and Development Idiosyncratic Deals	36
The Illusion of Performance Management	34
From Static Fit to Dynamic Alignment: The Emergence and Evolution of HR Ecosystems in Fragmented Workplaces	34
Enforced but not Enacted: How Return‐to‐Office Policies Reshape Boundary Enactment, Work‐Location Volition, and Eudaimonic Wellbeing	33
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
	32
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	32
	32
The Influence of TMT Gender Diversity on Corporate Environmental Strategies: A Power Equality Perspective	31
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	31
Micro‐Foundations of “ Doing Well by Doing Good ”: Multilevel Effects of Work‐Life Policies on Employee Well‐Being and Sales Growth	30
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	30
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs : An Exchange Perspective	30
Balancing Efficiency and Safety: How and When Algorithmic Management Induces Gig Workers' Unsafe Behavior	30
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	28
Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective	27
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	27
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	26
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	26
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	26
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	25
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	24
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	23
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	23
Partnerships for Social Cohesion and Social Impact: How Corporate‐Community Co‐Development Constitutes an Impactful HR Initiative	22
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	21
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	21
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	20
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	19
Creation of the algorithmic management questionnaire: A six‐phase scale development process	18
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	18
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	18
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	18
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	18
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	17
Human resource executives' relative pay and firm performance	17
When firms adopt sustainable human resource management: A fuzzy‐set analysis	17
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	17
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	17
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	17
Issue Information	16
	16
Issue Information	16
Manager‐Rated Cooperative Climate as a Driver of Business‐Establishment Financial Performance: The Role of Employee Racioethnic Diversity as a Contextual Boundary Condition	16
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	16
Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	15
Leveraging Employees' Social Capital for Organizational Resilience in Small and Medium‐Sized Enterprises: The Role of High‐Involvement Work Practices	15
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	14

How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation	14
Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences	14
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	14
Building High Involvement Work Systems in the Digital Era: Employee Experience‐Oriented Digital HRM and Employee Involvement	14
Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	14
	14