OOIR: Observatory of International Research

Papers

(The TQCC of Management Communication Quarterly 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 2020-04-01 to 2024-04-01.)

Article	Citations
Collective Sensemaking Around COVID-19: Experiences, Concerns, and Agendas for our Rapidly Changing Organizational Lives	72
When Words Do Not Matter: Identifying Actions to Effect Diversity, Equity, and Inclusion in the Academy	28
To Share or Hide? A Social Network Approach to Understanding Knowledge Sharing and Hiding in Organizational Work Teams	23
The Paradox of the Black Professional: Whitewashing Blackness through Professionalism	15
Constituting Resilience at Work: Maintaining Dialectics and Cultivating Dignity throughout a Worksite Closure	14
Cultivating Relationships with Startup Employees: The Role of Entrepreneurs’ Leadership Communication	11
Understanding the Influence of Authentic Leadership and Employee-Organization Relationships on Employee Voice Behaviors in Response to Dissatisfying Events at Work	10
Where is an Organization? How Workspaces Are Appropriated to Become (Partial and Temporary) Organizational Spaces	10
Decolonizing Organizational Communication	10
Mitigating Burnout Through Organizational Justice: Customer Support Workers’ Experiences of Customer Injustice and Emotional Labor	10
Envisioning More Equitable and Just Futures: Feminist Organizational Communication in Theory and Praxis	9
Emergent Organizing in Crisis: US Nurses’ Sensemaking and Job Crafting During COVID-19	9
Constituting Intersectional Politics of Reinscription: Women Entrepreneurs’ Resistance Practices in China, Denmark, and the United States	8
Key Players in Corporate Social Responsibility (CSR) Institutionalization: An Analysis of Multinational Companies’ Interorganizational Positioning via CSR Reports	8
Engagement and the Nonprofit Organization: Voices from the Margins	8
Navigating the Hierarchy: Communicating Power Relationships in Collaborative Health Care Groups	8
Sensemaking by Employees in Essential versus Non-essential Professions During the COVID-19 Crisis: A Comparison of Effects of Change Communication and Disruption Cues on Mental Health, Through Interpr	7
High Reliability Collaborations: Theorizing Interorganizational Reliability as Constituted through Translation	7
Disentangling Antifeminist Paradoxes: Alternative Organizing in Antifeminist Online Spaces	7
A Time to Lead: Changes in Relational Team Leadership Processes over Time	7
African Feminisms and Co-constructing a Collaborative Future with Men: Namibian Women in Mining’s Discourses	7
Publics’ Views of Corporate Social Advocacy Initiatives: Exploring Prior Issue Stance, Attitude Toward a Company, and News Credibility	6
Linguistic Inclusion: Challenging Implicit Classed Communication Bias in Interview Methods	6
Expanding structurational divergence theory by exploring the escalation of incompatible structures to conflict cycles in nursing	6
Privacy Rule Decision Criteria: An Examination of Core and Catalyst Criteria that Shape Disclosures in the Work-Spouse Relationship	6

The Interpellated Voice: The Social Discipline of Member Communication	6
‘The Enabling Role of Internal Organizational Communication in Insider Threat Activity – Evidence From a High Security Organization’	6
Navigating Water Cooler Talks Without the Water Cooler: Uncertainty and Information Seeking During Remote Socialization	6
The Impact of Daily Emotional Labor on Health and Well-Being	6
Teaching and Gaining a Voice: A Rhetorical Intersectionality Approach to Pedagogy of Feminist Organizational Communication	5
How Transparent Internal Communication From CEO, Supervisors, and Peers Leads to Employee Advocacy	5
Media Unions’ Online Resistance Rhetoric: Reproducing Social Movement Genres of Organizational Communication	5
Integrating Moral Outrage in Situational Crisis Communication Theory: A Triadic Appraisal Model for Crises	5
How Artefacts Do Leadership: A Ventriloquial Analysis	5