OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Organizational Behavior is 11. 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
Job crafting towards strengths and job crafting towards interests in overqualified employees: Different outcomes and boundary effects	41
Revisiting the trustworthiness–trust relationship: Exploring the differential predictors of cognition‐ and affect‐based trust	41
Humble leadership: A review and synthesis of leader expressed humility	39
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
The passion bug: How and when do leaders inspire work passion?	36
Working 9‐to‐5? A review of research on nonstandard work schedules	34
Showing one's true colors: Leader Machiavellianism, rules and instrumental climate, and abusive supervision	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
Being ignored by loved ones: Understanding when and why family ostracism inhibits creativity at work	26
To speak up effectively or often? The effects of voice quality and voice frequency on peers' and managers' evaluations	26
How prevalent is workplace mistreatment? A meta‐analytic investigation	26
Employee thriving at work: The long reach of family incivility and family support	25
How COVID‐19 can promote workplace cheating behavior via employee anxiety and self‐interest – And how prosocial messages may overcome this effect	25
Blessing or curse: The moderating role of political skill in the relationship between servant leadership, voice, and voice endorsement	25
What if my coworker builds a better LMX? The roles of envy and coworker pride for the relationships of LMX social comparison with learning and undermining	25
Self‐compassion in organizations: A review and future research agenda	25
Beyond depletion: Daily self‐control motivation as an explanation of self‐control failure at work	25
Good intentions, bad behavior: A review and synthesis of the literature on unethical prosocial behavior (UPB) at work	24
Commuting spillover: A systematic review and agenda for research	24
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	22
Having some fun with it: A theoretical review and typology of activity‐based play‐at‐work	22
Shared leadership and relationship conflict in teams: The moderating role of team power base diversity	22
Continuity in transition: Combining recovery and day‐of‐week perspectives to understand changes in employee energy across the 7‐day week	21
A meta‐analysis of sleep and work performance: An examination of moderators and mediators	21
Does work passion influence prosocial behaviors at work and home? Examining the underlying work–family mechanisms	21
Unlocking and closing the gender gap in creative performance: A multilevel model	21
Work and suicide: An interdisciplinary systematic literature review	21
The secret life of pets: The intersection of animals and organizational life	21
A review and future agenda for behavioral research on leader–follower interactions at different temporal scopes	20
When the going gets tough: Employee reactions to large‐scale organizational change and the role of employee Machiavellianism	20
Abusive according to whom? Manager and subordinate perceptions of abusive supervision and supervisors' performance	20
A systematic review of temporal person‐environment fit research: Trends, developments, obstacles, and opportunities for future research	19
Employee performance and abusive supervision: The role of supervisor over‐attributions	19
The journey to leave: Understanding the roles of perceived ease of movement, proactive personality, and person–organization fit in overqualified employees' job searching process	19
Social and situational dynamics surrounding workplace mistreatment: Context matters	19
The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation	18
[Re]thinking outside the box: A meta‐analysis of constraints and creative performance	18
Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships	18
How team helping influences abusive and empowering leadership: The roles of team affective tone and performance	18
The moderating role of calling in the work–family interface: Buffering and substitution effects on employee satisfaction	18
Entering an upward spiral: Investigating how and when supervisors' talking about abuse leads to subsequent abusive supervision	18
A meta‐analytic investigation of the personal and work‐related antecedents of work–family balance	18
More than idle talk: Examining the effects of positive and negative team gossip	18
The differential implications of employee narcissism for radical versus incremental creativity: A self‐affirmation perspective	17
Feeling anxious and abusing low performers: A multilevel model of high performance work systems and abusive supervision	17
Crossover of daily job stressors among dual‐career couples: A dyadic examination	17
Motivational climates, work passion, and behavioral consequences	17
Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace	17
Competition and cheating: Investigating the role of moral awareness, moral identity, and moral elevation	16
More depleted, speak up more? A daily examination of the benefit and cost of depletion for voice behavior and voice endorsement	16
Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work	16
Beyond emotion valence and arousal: A new focus on the target of leader emotion expression within leader–member dyads	16
Seeking and finding justice: Why and when managers' feedback seeking enhances justice enactment	16
Questionable research practices among researchers in the most research‐productive management programs	16
Leading the team, but feeling dissatisfied: Investigating informal leaders' energetic activation and work satisfaction and the supporting role of formal leadership	16

Is policing becoming a tainted profession? Media, public perceptions, and implications	15
Too little and too much authority sharing: Differential relationships with psychological empowerment and in‐role and extra‐role performance	15
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation	15
Capturing the state of the science to change the state of the science: A categorization approach to integrative reviews	15
Human capital development practices and career success: The moderating role of country development and income inequality	15
Leader humility and team innovation: The role of team reflexivity and team proactive personality	14
It matters how old we feel in organizations: Testing a multilevel model of organizational subjective‐age diversity on employee outcomes	14
Evaluations of abusive supervisors: The moderating role of the abuser's gender	14
A multilevel review of artificial intelligence in organizations: Implications for organizational behavior research and practice	14
The impact of work hours on work‐to‐family enrichment and conflict through energy processes: A meta‐analysis	14
The emotional leader: Implicit theories of leadership emotions and leadership perceptions	14
Role strain and role accumulation across multiple teams: The moderating role of employees' polychronic orientation	13
Leader status behaviors and team creativity: The role of collective interactions and status conflict among members	12
The effects of idea rejection on creative self‐efficacy and idea generation: Intention to remain and perceived innovation importance as moderators	12
Host country nationals' interaction adjustment as a social exchange: A theoretical model	12
A self‐verification perspective on customer mistreatment and customer‐directed organizational citizenship behaviors	11
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	11
Mistreatment from peers can reduce the effects of respectful treatment from bosses, and respectful peers can offset mistreatment from bosses	11
How certain can we really be that our boss is trustworthy, and does it matter? A metacognitive perspective on employee evaluations of supervisor trustworthiness	11
Enhancing employees' duty orientation and moral potency: Dual mechanisms linking ethical psychological climate to ethically focused proactive behaviors	11
Thought experiments: Review and recommendations	11