OOIR: Observatory of International Research

Papers

(The H4-Index of Journal of Organizational Behavior is 27. 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
Social support at work: An integrative review	124
Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation	67
When work is wanted after hours: Testing weekly stress of information communication technology demands using boundary theory	63
A cross‐level model of shared leadership, meaning, and individual creativity	50
An integrative multilevel review of thriving at work: Assessing progress and promise	48
A meta‐analysis integrating 20 years of workplace incivility research: Antecedents, consequences, and boundary conditions	46
Challenging or hindering? The roles of goal orientation and cognitive appraisal in stressor‐performance relationships	42
Revisiting the trustworthiness–trust relationship: Exploring the differential predictors of cognition‐ and affect‐based trust	41
Job crafting towards strengths and job crafting towards interests in overqualified employees: Different outcomes and boundary effects	41
Humble leadership: A review and synthesis of leader expressed humility	39
The passion bug: How and when do leaders inspire work passion?	36
How do leaders foster morally courageous behavior in employees? Leader role modeling, moral ownership, and felt obligation	36
It is all about the bottom line: Group bottom‐line mentality, psychological safety, and group creativity	36
Showing one's true colors: Leader Machiavellianism, rules and instrumental climate, and abusive supervision	34
Working 9‐to‐5? A review of research on nonstandard work schedules	34
How does an emotional culture of joy cultivate team resilience? A sociocognitive perspective	33
A multilevel investigation of predictors and outcomes of shared leadership	32
Motivated to disengage: The ethical consequences of goal commitment and moral disengagement in goal setting	30
International differences in employee silence motives: Scale validation, prevalence, and relationships with culture characteristics across 33 countries	30
Relationships between psychological contract breach and employee well‐being and career‐related behavior: The role of occupational future time perspective	30
The turnover contagion process: An integrative review of theoretical and empirical research	29
Understanding the career and job outcomes of contemporary career attitudes within the context of career environments: An integrative meta‐analysis	29
The value of 21st century work–family supports: Review and cross‐level path forward	29
For the sake of my family: Understanding unethical pro‐family behavior in the workplace	28
Conflict, justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams	28

My knowledge: The negative impact of territorial feelings on employee's own innovation through knowledge hiding	27
Feeling shame in the workplace: Examining negative feedback as an antecedent and performance and well‐being as consequences	27
Workplace gossip: An integrative review of its antecedents, functions, and consequences	27