OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Manpower is 8. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Green human resource management	111
Working from home, job satisfaction and work–life balance – robust or heterogeneous links?	96
Promoting in-role and extra-role green behavior through ethical leadership: mediating role of green HRM and moderating role of individual green values	95
Impact of artificial intelligence on employees working in industry 4.0 led organizations	91
Effects of Green HRM and CEO ethical leadership on organizations' environmental performance	84
“We aren't your reincarnation!” workplace motivation across X, Y and Z generations	82
Artificial intelligence and human workers interaction at team level: a conceptual assessment of the challenges and potential HRM strategies	64
Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention	58
How GHRM is related to green creativity? A moderated mediation model of green transformational leadership and green perceived organizational support	56
Home-based telework: usefulness and facilitators	50
A study of artificial intelligence on employee performance and work engagement: the moderating role of change leadership	47
Green intellectual capital, green HRM and green social identity toward sustainable environment: a new integrated framework for Islamic banks	46
Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction	46
Green human resource management and green organizational citizenship behavior: do green culture and green values matter?	42
Examining the dark side of human resource analytics: an empirical investigation using the privacy calculus approach	38
The role of human resource practices in the implementation of digital transformation	37
Analysis of challenges in sustainable human resource management due to disruptions by Industry 4.0: an emerging economy perspective	34
Exploring the impact of green human resource management on environmental performance: the roles of perceived organizational support and innovative environmental behavior	31
Authentic leadership towards sustainability in higher education – an integrated green model	30
Analysing the impact of sustainable human resource management practices and industry 4.0 technologies adoption on employability skills	29
Knowledge sharing, shared leadership and innovative behaviour: a cross-level analysis	28
Human resource developments with the touch of artificial intelligence: a scale development study	28
Analysing workforce development challenges in the Industry 4.0	27
Environmental-specific servant leadership as a strategic tool to accomplish environmental performance: a case of China	25
Developing human resource for the digitization of logistics operations: readiness index framework	24

Developing human capital 4.0 in emerging economies: an industry 4.0 perspective	23
The role of big data and predictive analytics in the employee retention: a resource-based view	22
The effectiveness of employee retention through an uplift modeling approach	20
Green human resource management, leader–member exchange, core self-evaluations and work engagement: the mediating role of human resource management performance attributions	20
Say no to wrongdoing: the serial mediation model of responsible leadership and whistleblowing intentions	19
Employee performance management: charting the field from 1998 to 2018	18
Explaining resistance intention towards mobile HRM application: the dark side of technology adoption	18
Workplace ostracism and employee silence in service organizations: the moderating role of negative reciprocity beliefs	17
Green HRM promotes higher education sustainability: a mediated-moderated analysis	17
Psychological mechanism linking green human resource management to green behavior	16
Implications of GHRM on organisational citizenship behaviour: the mediating role of enablers of green culture	16
Procrastination is not only a “thief of time”, but also a thief of happiness: it buffers the beneficial effects of telework on well-being via daily micro-events of IT workers	16
Disentangling employees' passion and work-related outcomes through the lens of cross-cultural examination: a two-wave empirical study	15
Sustainable electronic human resource management systems and firm performance: an empirical study	15
A multi-stakeholder ethical framework for AI-augmented HRM	14
Emotional intelligence and leadership: insights for leading by feeling in the future of work	14
Stuck at a crossroads? The duration of the Italian school-to-work transition	14
Environmentally specific transformational leadership and green product development performance: the role of a green HRM system	14
The HPWS and AMO: a dynamic study of system- and individual-level effects	14
Organizational justice, psychological ownership and organizational embeddedness: a conservation of resources perspective	14
Pathway toward environmental sustainability: mediating role of corporate social responsibility in green human resource management practices in small and medium enterprises	14
A human resources analytics and machine-learning examination of turnover: implications for theory and practice	14
The role of organizational culture and voluntariness in the adoption of artificial intelligence for disaster relief operations	13
There is a time and a place for work: comparative evaluation of flexible work arrangements in Canada	13
Human resource management systems and intellectual capital: is the relationship universal in knowledge-intensive firms?	12
Understanding early-stage firm performance: the explanatory role of individual and firm level factors	12
Decoding the dark shades of electronic human resource management	12
Impact of trade openness, human capital, public expenditure and institutional performance on unemployment: evidence from OIC countries	12
4.0 digital transition and human capital: evidence from the Italian Fintech market	12
The duration of the school-to-work transition in Italy and in other European countries: a flexible baseline hazard interpretation	12
Mediating effects of person–environment fit on the relationship between high-performance human resource practices and firm performance	12
Inhibiting unethical pro-organizational behavior: harnessing the effects of responsible leadership and leader–member exchange	12
Can employee's boundary-spanning behavior exactly promote innovation performance? The roles of creative ideas generation and team task interdependence	11
Why should I let them know? Effects of workplace incivility and cynicism on employee knowledge hiding behavior under the control of ethical leadership	11
Can continuous learning amplify employees' change-efficacy and contextual performance? Evidence from post-merger Indian organization	11
Gender pay gap in explaining female entrepreneurship – industry perspective of selected European countries	11
The telework performance dilemma: exploring the role of trust, social isolation and fatigue	11
Voluntary part-time and mandatory full-time telecommuting: a comparative longitudinal analysis of the impact of managerial, work and individual characteristics on job performance	11
Green HRM and nongreen outcomes: the mediating role of visionary leadership in Asia	11
Perceived training opportunities and knowledge sharing: the case of the United Arab Emirates	11
Hiring discrimination against transgender job applicants – considerations when designing a study	11
Career commitment and subjective career success: the moderating role of career-enhancing strategies	11
Intellectual structure of multigenerational workforce and contextualizing work values across generations: a multistage analysis	10
The affective component of ageism needs attention	10
A cross-level examination of team-directed empowering leadership and subordinates' innovative performance: an AMO theory perspective	10
Green organizational culture in manufacturing SMEs: an analysis of causal relationships	10
Are job seekers predisposed to job search strategies?	9
Green HRM: pathway towards environmental sustainability using AHP and FAHP in a nascent parsimony	9
Exploring the dark-side of E-HRM: a study of social networking sites and deviant workplace behavior	9
Human resource development 4.0 (HRD 4.0) in the apparel industry of Bangladesh: a theoretical framework and future research directions	9

Youth labor market vulnerabilities: evidence from Egypt, Jordan and Tunisia	9
Home, work or both? The role of paradox mindset in a remote work environment during the COVID-19 pandemic	9
Workload, work–life interface, stress, job satisfaction and job performance: a job demand–resource model study during COVID-19	9
How does training boost employees' intention to implement environmental activities? An empirical study in Vietnam	9
Predictors of applicant attraction among Gen-X and millennials: evidence from an emerging economy	9
The labour market impact of COVID-19: early evidence for a sample of enterprises from Southern Europe	9
From traditional to smart human resources management	8
Wage premia for skills: the complementarity of cognitive and non-cognitive skills	8
White and minority employee reactions to perceived discrimination at work: evidence of White fragility?	8
Transition to work, mismatch and underemployment among graduates: an Australian longitudinal study	8
Investigating training effectiveness of public and private banks employees in this digital age: an empirical study	8
Understanding technostress and employee well-being in digital work: the roles of work exhaustion and workplace knowledge diversity	8
A short measure of innovative work behaviour as a dynamic, context-bound construct	8
Guest editorial	8
Harmonious workplace climate and employee altruistic behavior: from social exchange perspective	8
Personal attributes and job resources as determinants of amount of work done under work-from-home: empirical study of Indian white-collar employees	8
Unlocking the mask: how respectful engagement enhances tacit knowledge sharing among organizational members	8