OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Business and Psychology is 7. 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
Normalizing the Use of Single-Item Measures: Validation of the Single-Item Compendium for Organizational Psychology	97
Proactive Personality and Creative Behavior: Examining the Role of Thriving at Work and High-Involvement HR Practices	65
Generations and Generational Differences: Debunking Myths in Organizational Science and Practice and Paving New Paths Forward	59
It Takes More Than a Good Camera: Which Factors Contribute to Differences Between Face-to-Face Interviews and Videoconference Interviews Regarding Performance Ratings and Interviewee Perceptions?	56
Testing Moderation in Business and Psychological Studies with Latent Moderated Structural Equations	50
Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency	34
Laissez-Faire Leadership and Affective Commitment: the Roles of Leader-Member Exchange and Subordinate Relational Self-concept	34
Changing the means of managerial work: effects of automated decision support systems on personnel selection tasks	33
When do job-insecure employees keep performing well? The buffering roles of help and prosocial motivation in the relationship between job insecurity, work engagement, and job performance	28
Organizational science and cybersecurity: abundant opportunities for research at the interface	28
Thinking About Thinking About Work: A Meta-Analysis of Off-Job Positive and Negative Work-Related Thoughts	27
Study Preregistration: An Evaluation of a Method for Transparent Reporting	24
Empathy or schadenfreude? Exploring observers’ differential responses to abusive supervision	21
When Is Silence Golden? A Meta-analysis on Antecedents and Outcomes of Employee Silence	21
Mastering the Use of Control Variables: the Hierarchical Iterative Control (HIC) Approach	21
Social Job Stressors can Foster Employee Well-Being: Introducing the Concept of Social Challenge Stressors	20
Challenge and Hindrance Stressors and Work Outcomes: the Moderating Role of Day-Level Affect	18
Trust in Artificial Intelligence: Comparing Trust Processes Between Human and Automated Trustees in Light of Unfair Bias	18
Collective aspirations: collective regulatory focus as a mediator between transformational and transactional leadership and team creativity	17
Awakening Compassion in Managers—a New Emotional Skills Intervention to Improve Managerial Compassion	17
Managers are Less Burned-Out at the Top: the Roles of Sense of Power and Self-Efficacy at Different Hierarchy Levels	16
The Combined Effects of Destructive and Constructive Leadership on Thriving at Work and Behavioral Empowerment	16
Cognitive Ability and Job Performance: Meta-analytic Evidence for the Validity of Narrow Cognitive Abilities	16
Shake and Fake: the Role of Interview Anxiety in Deceptive Impression Management	15
A Policy Capturing Investigation of Bystander Decisions to Intervene against Workplace Incivility	15

Multiple-group membership: warmth and competence perceptions in the workplace	15
The Content of the Threat Matters: the Differential Effects of Quantitative and Qualitative Job Insecurity on Different Types of Employee Motivation	15
How Employee Authenticity Shapes Work Attitudes and Behaviors: the Mediating Role of Psychological Capital and the Moderating Role of Leader Authenticity	14
Doubly Latent Multilevel Procedures for Organizational Assessment and Prediction	14
Two to Tango? Implications of Alignment and Misalignment in Leader and Follower Perceptions of LMX	13
Disruptions and General Distress for Essential and Nonessential Employees During the COVID-19 Pandemic	13
Research on Anti-Black Racism in Organizations: Insights, Ideas, and Considerations	13
The impact of team moral disengagement composition on team performance: the roles of team cooperation, team interpersonal deviance, and collective extraversion	12
Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator	12
Recovery Experiences for Work and Health Outcomes: A Meta-Analysis and Recovery-Engagement-Exhaustion Model	12
How Does Intersectionality Impact Work Attitudes? The Effect of Layered Group Memberships in a Field Sample	12
Applicant Reactions to Digital Selection Methods: A Signaling Perspective on Innovativeness and Procedural Justice	11
A Curvilinear Relationship Between Work Engagement and Job Performance: the Roles of Feedback-Seeking Behavior and Personal Resources	11
Transformational Leadership and Voice: When Does Felt Obligation to the Leader Matter?	11
Black Physicians’ Experiences with Anti-Black Racism in Healthcare Systems Explored Through An Attraction-Selection-Attrition Lens	10
Black-White differences in vocational interests: Meta-analysis and boundary conditions	10
Linking Availability Expectations, Bidirectional Boundary Management Behavior and Preferences, and Employee Well-Being: an Integrative Study Approach	10
It’s a Matter of Organizational Pride: How Perceptions of Organizational Virtuousness and Competence Affect Employee Behaviors	10
How Can Organizational Leaders Help? Examining the Effectiveness of Leaders’ Support During a Crisis	10
Insufficient Effort Responding as a Potential Confound between Survey Measures and Objective Tests	10
Making Things Happen (Un)Expectedly: Interactive Effects of Age, Gender, and Motives on Evaluations of Proactive Behavior	10
“You’ve Got Mail”: a Daily Investigation of Email Demands on Job Tension and Work-Family Conflict	10
Office Housework, Burnout, and Promotion: Does Gender Matter?	10
The Job Engagement Scale: Development and Validation of a Short Form in English and French	9
What Does it Take for Voice Opportunity to Lead to Creative Performance? Supervisor Listening as a Boundary Condition	9
A Content Validation of Work Passion: Was the Passion Ever There?	9
Integrating Formal and Shared Leadership: the Moderating Influence of Role Ambiguity on Innovation	9
Who Emerges into Virtual Team Leadership Roles? The Role of Achievement and Ascription Antecedents for Leadership Emergence Across the Virtuality Spectrum	9
Switching Gears: A Self-Regulatory Approach and Measure of Nonwork Role Re-Engagement Following After-Hours Work Intrusions	8
Evaluating a Natural Language Processing Approach to Estimating KSA and Interest Job Analysis Ratings	8
Employees’ Death Awareness and Organizational Citizenship Behavior: A Moderated Mediation Model	8
Interruptions in Remote Work: a Resource-based Model of Work and Family Stress	8
When Does Safety Climate Help? A Multilevel Study of COVID-19 Risky Decision Making and Safety Performance in the Context of Business Reopening	7
The Challenging and Hindering Potential of Time Pressure: Qualitative Job Demands as Suppressor Variables	7
Subtle Discrimination Overtakes Cognitive Resources and Undermines Performance	7
Beyond the Baby Bump: Subtle Discrimination Against Working Mothers In the Hiring Process	7
Measuring Guanxi Quality in the Workplace	7
Does Being Authentic Promote Self-actualization at Work? Examining the Links Between Work-Related Resources, Authenticity at Work, and Occupational Self-actualization	7
An Actor-Partner Interdependence Model of Work Challenge Stressors and Work-Family Outcomes: the Moderating Roles of Dual-Career Couples’ Stress Mindsets	7
The Impact of Supervisor-Subordinate Incongruence in Power Distance Orientation on Subordinate Job Strain and Subsequent Job Performance	7