OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Managerial Psychology is 6. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Corporate social responsibility and employee constructive deviance: the roles of calling and attribution	31
Employee engagement in corporate social responsibility: disentangling the effects of values vs prestige	26
Unwitting costs of leader narcissism: employees’ heightened uncertainty and cheating behavior	23
The impact of COVID-19 on the gig economy in the creative- and culture sector	22
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process	21
Editorial: Farewell and thank you from your outgoing editor	21
Online, offline, or both? The importance of coaching format for side effects in business coaching	20
Role ambiguity and work alienation during the COVID-19 pandemic: the perspective of occupational disidentification	20
Islamic religiosity: the influence of different forms of hijab on Saudi women’s experience of employment	20
How does servant leadership work in times of uncertainty? Examining servant leadership and perceived job insecurity during significant organizational change	19
Flexible paths to innovation: mitigating commuting’s impact on creative deviance	18
Contextual cues matter: advancing personality research through the interactions of implicit and explicit personality with situations	17
Leader mindfulness and employee safety behaviors in the workplace: a moderated mediation study	17
Sense and sensibility in psychological contracting: a multi-phasic perspective	17
Unmasking the silent threat: AI-induced human capital obsolescence and business failure	17
When leader greed promotes voice behavior: the moderating role of employee integrity identity	16
True meaning and due duty: examining how and when career calling promotes employee taking charge	16
Algorithm transparency and turnover intention of gig workers: the role of perceived dehumanization and self-perceived employability	16
Care to dare: cross-lagged effects of mentor secure-base support on newcomers' workplace courage	16
How humble leadership fosters employee helping behavior: the roles of empathy and mindfulness	16
Coworkers’ self-leadership and employees’ knowledge sharing: a moderated chain mediation model	15
Supervisor expectations for availability after-hours and employee harmonious passion: exploring curvilinear and moderated relationships	15
Navigating daily emotional demands: the role of action orientation in the link between negative affect, emotional labor and work engagement	14
Publisher’s Note	14
Empowering and directive leadership and taking charge: a moderating role of employee intrinsic motivation	14

Unpacking the black box of salesperson entrepreneurial behavior: the role of family motivation	14
Leadership as a philosophical attitude – a qualitative study of reflective practice in everyday working life	13
Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context	13
Age diversity and team performance – the moderating roles of team LMX quality and differentiation	13
Role of work ethic in the work–life satisfaction relationship: a longitudinal moderation model	12
I work hard for the algorithm: job demands, resources and strain in (and beyond) the gig economy	12
When home knocks on remote work: family interruptions, polychronicity and temporal leadership in shaping work-life balance	12
Illegitimate tasks and knowledge hiding: the mediating role of psychological contract violation and moderating role of optimism	12
Believe to achieve? Understanding how social class background impacts the effects of achievement striving on propensity to negotiate	12
Understanding the multifunctional role of entrepreneurial coaching through a systematic review of the literature	12
Devote yourself to enjoy daily work: a diary study on flow experience and organizational identification	12
Why do newer generation employees trust their inclusive leaders more? Evidence from the Chinese context	11
Mentoring matters: decoding the impact of downward envy on interpersonal conflict, workplace ostracism, and displaced aggression	11
Employees’ attitudinal reactions to supervisors’ weekly taking charge behavior: the moderating role of employees’ proactive personality	11
Coping with workplace ostracism: the role of rumination in work engagement and help-seeking behavior	11
The effect of alcohol consumption on workplace aggression: What's love (and job insecurity) got to do with it?	10
Decent work and employee performance: a conservation of resources perspective	10
How perceived overqualification evokes dual deviant behaviors from optimal distinctiveness theory	10
Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance	10
LMX and recruiter incivility toward job seekers: a self-serving attribution perspective	10
Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining	9
AI-powered leadership: a systematic literature review	9
Leader failed humor and follower advice seeking	8
Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model	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 humor and employee creativity: an empirical study based on the perspective of binary stress	8
Promoting well-being and performance in remote teams: the moderating effect of supportive leadership	8
Does pay for individual performance encourage salespeople's customer-oriented pro-social rule breaking? The role of perceived job insecurity and performance appraisal process	8
A self-motive perspective on employees' mixed reactions to workplace imitation	8
The dark side of leave: how voluntary leave shapes preferences for male and female supervisors	8
How's the boss? Integration of the health-oriented leadership concept into the job demands-resources theory	8
Feeling stressed but in full flow? Leader mindfulness shapes subordinates' perseverative cognition and reaction	7
The bad, the very bad and the ugly: towards an integrated model of dark leadership	7
Goal orientation and servant leadership: the mediating role of affect spin	7
Artificial intelligence in the workplace – challenges, opportunities and HRM framework: a critical review and research agenda for change	7
Cognitive capabilities of moral leaders in turbulent environments: a review, theory integration and way forward	7
Dark side of leadership and information technology project success: the role of mindfulness	7
Authentic leadership and employee expediency: a moderated mediation framework	7
Navigating the unspoken: the impact of socio-institutional factors on Pakistani employees’ perceptions of implicit promises	7
Facades of conformity and cyberloafing: a moderated mediation model	7
The role of relational mechanisms in the executive coaching process on client outcomes in distance coaching relationships	6
From social support to thriving at work via psychological capital: the role of psychosocial safety climate in a weekly study	6
Reactions to mega-threats among members of the harming group: a moral cleansing approach	6
Understanding awe elicitors in the workplace: a qualitative inquiry	6
Unraveling the dynamics: exploring the nexus between abusive supervision, counterproductive work behaviors and the moderating influence of mindfulness	6
The algorithmic personalization paradox: gig workers' lived experiences of supportive coaches and micromanaging bosses	6
Fairness on fire: delving into the concept of “Smart Hot-Stove” and its negative organizational consequences	6
How needs frustration and leader gender influence reactions to uncivil subordinates	6
Performance appraisal interval and employee exploratory innovation behavior: the curvilinear relationship and the boundary conditions	6