OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Management Journal is 3. 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 2022-05-01 to 2026-05-01.)

Article	Citations
Issue Information	642
Issue Information	69
Digital inclusion and inequalities at work in the age of social media	55
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants	53
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	52
The Meaning of Work in the Digital Era: A Systematic Review and Research Agenda	51
The negative impact of individual perceived isolation in distributed teams and its possible remedies	51
Issue Information	45
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	38
	33
Practitioner Experiences With Digitalization in Human Resource Management	32
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	30
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	28
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	24
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	23
Sustainable HRM in the Public Sector: A Question of Viability or Legitimacy?	21
E‐voice in the digitalised workplace. Insights from an alternative organisation	20
More to life than promotion: Self‐initiated and self‐resigned career plateaus	20
On criticism, human resource management and civility	20
	19
A psychological contract perspective on how and when employees' promotive voice enhances promotability	18
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	17
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	17
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	17
On the Dangers of Large‐Language Model Mediated Learning for Human Capital	17

Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	16
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	15
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	14
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	14
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	14
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	14
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective	14
Issue Information	14
Knowing or Not Knowing the Rules of the Game : Exploring the Role of Institutional Habitus in Shaping Individual Expectations and Experience on Talent Management Programmes	14
	14
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	14
Editorial Perspective: Interdisciplinary Research in HRM for Impact—Rethinking, Redefining and Reshaping Practices	14
Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour	13
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	12
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	12
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	11
Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects	11
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	11
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	11
	10
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	10
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	10
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	9
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	9
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	9
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	9
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	9
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	9
‘If my boss wasn't so accommodating, I don't know what I would do’: Workplace supports for carers and the role of line managers and co‐workers in mediating informal flexibility	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	9
The role of contextual voice efficacy on employee voice and silence	9
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	8
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	8
The duality of HR analysts' storytelling: Showcasing and curbing	8
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	7
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	7
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	7
Employer‐Sponsored Voice Practices in South Korea: When do Employees Believe it Is Worth Speaking up?	7
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	7
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	7
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	7
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	7
Opportunism in headhunter‐client relations: An agency theory perspective	7
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	7
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	7
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	6
An Empirical Study of the Dynamics of Collective Employee Turnover and Its Implications for Dismissal Policy—Evidence From a Distribution Center	6

Evolution of Employee Work Preferences Amidst COVID‐19: A Social Media Analysis	6
Issue Information	6
Issue Information	6
A conceptual framework of the perceived marketability of independent professionals	6
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	6
	6
Managing Gender Equity and Equality Across Borders—A Review and Introduction to the Special Issue	6
Using a Process Model to Develop and Expand Employee Voice Scales	6
Teamwork Bricolage and HRM in a Time of Crisis: Workplace Strategies of Frontline Healthcare Professionals	6
Far From Routine: Employers' Recruitment and Control Strategies in Two Low Wage Sectors	6
	6
The (electronic) walls between us: How employee monitoring undermines ethical leadership	6
German and Dutch works councils: A trust theory of legal employee voice	5
	5
Developing new understanding of how global talent flow impact individual and firm performance by using big data	5
Mitigating Disability Bias in Hiring: The Role of Inclusion‐Focused Generative AI in Complex HR Decisions	5
Female expatriates on the move? Gender diversity management in global mobility	5
Shaping Work, Shaping Success: How HR Practices Drive Task Performance via Proactive Behaviors and Work Engagement	5
Enabling older employees' well‐being through HR attributions: The moderating role of management context	5
Exploring the Agency of Algorithmic Technology in Talent Management Decision‐Making: An Actor‐Network Theory Perspective	5
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
Why HR Has Failed to Address Healthcare's Workforce Crisis: The Need for a Systems Partner Role	5
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	5
Female directors and firm performance following mergers and acquisitions	5
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role	5
The Influence of Workload, Employee Silence and Trust in Management on Work Outcomes Among Australian Allied Health Workers During COVID‐19	5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	4
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	4
Using Photo‐Elicitation to Make Marginalised Voices Heard and Seen in Human Resource Management Research	4
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	4
Issue Information	4
Frontline Managers' Calling, Balancing Act in HR Implementation, and Team Performance: An Empirical Examination	4
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	4
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	3
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	3
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	3
Advancing Employee Voice Through Insights From Democratic Innovations	3
Issue Information	3
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	3
	3
Mick Marchington and his contributions to human resource management	3
Employee Representation and Firm Digital Transformation	3
How Do Perceived Employee Assistance Programmes Influence Proactive Behaviour and Job Performance? A Moderated Sequential Mediation Model	3
Gender composition at work and women's career satisfaction: An international study of 35 societies	3
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	3
Disconnected Workers: Can Digital Voice Fill the Gap?	3
The social contract of work: Moving beyond the psychological contract	3
Positioning context front and center in international human resource management research	3