OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Managerial Psychology is 5. 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 2021-11-01 to 2025-11-01.)

Article	Citations
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige	28
Flexible paths to innovation: mitigating commuting’s impact on creative deviance	23
How does servant leadership work in times of uncertainty? Examining servant leadership and perceived job insecurity during significant organizational change	22
Editorial: Farewell and thank you from your outgoing editor	19
Online, offline, or both? The importance of coaching format for side effects in business coaching	18
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process	18
Islamic religiosity: the influence of different forms of hijab on Saudi women’s experience of employment	18
Sense and sensibility in psychological contracting: a multi-phasic perspective	17
Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification	17
Unmasking the silent threat: AI-induced human capital obsolescence and business failure	16
Contextual cues matter: advancing personality research through the interactions of implicit and explicit personality with situations	15
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage	14
True meaning and due duty: examining how and when career calling promotes employee taking charge	14
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study	14
Coworkers’ self-leadership and employees’ knowledge sharing: a moderated chain mediation model	13
Publisher’s Note	13
Beliefs about job-seeking strategies: dimensionality, measurement and outcomes	13
Unpacking the black box of salesperson entrepreneurial behavior: the role of family motivation	13
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context	12
Editorial: Addressing the nurse workforce crisis: a call for greater integration of the organizational behavior, human resource management and nursing literatures	12
Age diversity and team performance – the moderating roles of team LMX quality and differentiation	12
Leadership as a philosophical attitude – a qualitative study of reflective practice in everyday working life	12
Role of work ethic in the work–life satisfaction relationship: a longitudinal moderation model	12
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation	12
Mentoring matters: decoding the impact of downward envy on interpersonal conflict, workplace ostracism, and displaced aggression	11

Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification	11
Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism	11
Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate	11
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature	11
Why do newer generation employees trust their inclusive leaders more? Evidence from the Chinese context	10
Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining	10
Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance	10
The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?	10
Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality	10
Leader humor and employee creativity: an empirical study based on the perspective of binary stress	10
Guest editorial: Contemporary managerial issues in the nursing sector	9
Decent work and employee performance: a conservation of resources perspective	9
AI-powered leadership: a systematic literature review	9
Resurrecting the evil genius: examining the relationship between unethical behavior and perceived competence	9
LMX and recruiter incivility toward job seekers: a self-serving attribution perspective	9
Above and beyond: helping behaviors among nurses in positive and negative reciprocity relationships	8
Promoting well-being and performance in remote teams: the moderating effect of supportive leadership	8
A self-motive perspective on employees' mixed reactions to workplace imitation	8
True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)	8
Every coin has two sides: a self-determination perspective on the relationship between algorithmic management and gig workers’ job burnout	8
Leader failed humor and follower advice seeking	8
Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model	8
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction	7
Artificial intelligence in the workplace – challenges, opportunities and HRM framework: a critical review and research agenda for change	7
The dark side of leave: how voluntary leave shapes preferences for male and female supervisors	7
How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory	7
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships	6
Dark side of leadership and information technology project success: the role of mindfulness	6
Navigating the unspoken: the impact of socio-institutional factors on Pakistani employees’ perceptions of implicit promises	6
Why and when are silent employees less satisfied with their jobs? A conservation of resources perspective	6
Facades of conformity and cyberloafing: a moderated mediation model	6
Authentic leadership and employee expediency: a moderated mediation framework	6
The bad, the very bad and the ugly: towards an integrated model of dark leadership	6
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward	6
Goal orientation and servant leadership: the mediating role of affect spin	6
Interrupting the crossover effect of leader's role overload on employee's negative affect: the moderating role of self-concordance goal	5
Understanding awe elicitors in the workplace: a qualitative inquiry	5
A one-year prospective study of organizational justice and work attitudes: an extended job demands-resources model	5
Guest editorial: Mentoring and coaching in the workplace: an introduction	5
How needs frustration and leader gender influence reactions to uncivil subordinates	5
Reactions to mega-threats among members of the harming group: a moral cleansing approach	5
Fear is the path to the dark side: the interplay of leader fear of power loss and leader Machiavellianism on abusive supervision	5
Performance appraisal interval and employee exploratory innovation behavior: the curvilinear relationship and the boundary conditions	5
Unraveling the dynamics: exploring the nexus between abusive supervision, counterproductive work behaviors and the moderating influence of mindfulness	5
From social support to thriving at work via psychological capital: the role of psychosocial safety climate in a weekly study	5
Job experience as a buffer against incivility: a daily diary study	5