OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Organizational Change Management 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 2020-04-01 to 2024-04-01.)

Article	Citations
Understanding Generation Z expectations for effective onboarding	84
Factors influencing touristic consumer behaviour	70
The organizational impact of Covid-19 crisis on travel perceived risk across four continents	69
Blockchain adoption in the fashion sustainable supply chain: Pragmatically addressing barriers	53
Understanding the relationship among factors influencing rural tourism: a hierarchical approach	50
Towards a framework for the global wine tourism system	49
Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support	47
Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding	45
Managing change with and through blockchain in accountancy organizations: a systematic literature review	42
New organizational changes with blockchain: a focus on the supply chain	38
Digital transformation of organizations: what do we know and where to go next?	35
The effect of internal corporate social responsibility practices on pharmaceutical firm's performance through employee intrapreneurial behaviour	33
Bracketing: a phenomenological theory applied through transpersonal reflexivity	32
Abusive supervision and job outcomes: a moderated mediation model	31
Exploring role of Indian workplace spirituality in stress management: a study of oil and gas industry	30
The effect of change leadership on employee attitudinal support for planned organizational change	27
Blockchain in human resource management of organizations: an empirical assessment to gauge HR and non-HR perspective	25
Love your mistakes!—they help you adapt to change. How do knowledge, collaboration and learning cultures foster organizational intelligence?	25
How institutional theories explain and fail to explain organizations	24
Blockchain technology: uninvestigated issues emerging from an integrated view within accounting and auditing practices	23
Enhancing training effectiveness for organizations through blockchain-enabled training effectiveness measurement (BETEM)	23
Flexibility, coping capacity and resilience of organizations: between synergy and support	22
Exploring microfoundations of dynamic capabilities – challenges, barriers and enablers of organizational change	22
Effectiveness of reverse mentoring in creating intergenerational relationships	19
Miles and Snow Typology: most influential journals, articles, authors and subject areas	18

Tacit vs explicit knowledge as antecedents for organizational change	17
Why and when do employees become more proactive under humble leaders? The roles of psychological need satisfaction and Chinese traditionality	17
Boosters of satisfaction, performance and employee loyalty: application to a recruitment and outsourcing information technology organization	17
Disrupting the brave new world: COVID-19 effects on organisations' sustainability efforts	17
Coping with workplace ostracism through ability-based emotional intelligence	16
Workplace spirituality, organizational commitment and life satisfaction: the moderating role of religious affiliation	16
Technology renewal, user resistance, user adoption: status quo bias theory revisited	16
Guest editorial: Knowledge management in tourism: paradigms, approaches and methods	16
The linkage between high performance work systems on organizational performance, employee voice and employee innovation	15
Innovation matters: creative environment, absenteeism, and job satisfaction	14
Influence of knowledge sharing, innovation passion and absorptive capacity on innovation behaviour in China	14
Innovative work behavior driving Indian startups go global – the role of authentic leadership and readiness for change	13
Sustainability engagement’s impact on tourism sector performance: linear and nonlinear models	13
Emotional competence at work	13
Adaptive capacity configurations for the digital transformation: a fuzzy-set analysis of Chinese manufacturing firms	12
Leadership behaviours that foster organisational identification during change	12
Assessment of employees’ attitudes toward ongoing organizational transformations	12
Understanding the individual's reactions to the organizational change: a multidimensional approach	12
Institutional inertia and practice variation	11
Overall justice, perceived organizational support and readiness for change: the moderating role of perceived organizational competence	11
Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI)	11
The generative role of curiosity in soft skills development for contemporary VUCA environments	11
The role of dispositional mindfulness in employee readiness for change during the COVID-19 pandemic	11
I cannot be creative due to my exploitative leader! A moderated mediation interplay of leader–member exchange quality and knowledge hiding	10
A dual model of coping with and commitment to organizational change: the role of appraisals and resources	10
Managing change: role of leadership and diversity management	9
Theory as method: introduction to supertheoretical options for organization and management research	9
Fooling ourselves and others: confirmation bias and the trustworthiness of qualitative research – Part 1 (the threats)	9
Employee trust repair after organizational change	8
Social systems theory and engaged scholarship: co-designing a semantic reservoir in a polycentric network	8
How does institutional environment in the digital context affect technology entrepreneurship? The moderating roles of government digitalization and gender	8
Draw your organization! A solution-focused theory-method for business school challenges and change	8
The moderating effect of organizational culture type on the relationship between cultural satisfaction and employee referral intention: mining employee reviews on glassdoor.com	8
Antecedents and outcome of employee change fatigue and change cynicism	7
Enterprise agility – its meaning, managerial expectations and barriers to implementation – a survey of three countries	7
Boosting innovation through gender and ethnic diversity in management teams	7
The organizational culture of scale-ups and performance	7
Pressured to publish: stories of inexperienced researchers	7
Employee involvement and participation in digital transformation: a combined analysis of literature and practitioners' expertise	7
Dubious or decisive? Digging deeper into the unchartered path of academic ghostwriting	7
The use of political skill in organizational change	7
“When” and “why” employees resort to remain silent at work? A moderated mediation model of social undermining	7
COVID-19 health crisis and family business performance: the moderating effect of family leadership	7
Intelligent human resources for the adoption of artificial intelligence: a systematic literature review	7
Walking the tightrope: gender inclusion as organizational change	6
Perceived change uncertainty and behavioral change support: the role of positive change orientation	6
Entrepreneurship-driven organizational transformation for sustainability: a sensemaking lens	6
Digitalization of office work – an ideological dilemma of structure and flexibility	6
Does workplace digitalization matter in linking transformational leadership and innovative culture to employee engagement?	6
How Mercedes-Benz addresses digital transformation using Holacracy	6

Anticipating the end: exploring future-oriented sensemaking of change through metaphors	6
Addressing resistance to change through a micro interpersonal lens: an investigation into the coaching process	6
Moderating role of entrepreneurial alertness on the relationship between entrepreneurial passion and strategic change	6
Religions going nuts? Faith-based veganism and transformative learning in the context of sustainability transitions (case 1: The Hare Krishna movement)	6
Effects of emotional healing on organisational learning and radical innovation: a leadership-based approach	6
Compensation gap, retrenchment strategy and organizational turnaround: a configurational perspective	6
Ideological tensions amidst rapid and continuous organizational change in healthcare	6
The effects of relational and psychological capital on work engagement: the mediation of learning goal orientation	6