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 2021-05-01 to 2025-05-01.)

Article	Citations
Issue Information	334
Issue Information	109
The effects of latent withdrawal profiles on employee turnover, destinations and job performance	100
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making	64
Issue Information	54
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	46
Digital inclusion and inequalities at work in the age of social media	42
The negative impact of individual perceived isolation in distributed teams and its possible remedies	36
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	34
Editorial: What are registered reports and why are they important to the future of human resource management research?	34
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	34
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	31
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	29
Small firms, owner managers and (strategic?) human resource management	28
Global norm‐making processes in contemporary multinationals	27
E‐voice in the digitalised workplace. Insights from an alternative organisation	26
On criticism, human resource management and civility	25
More to life than promotion: Self‐initiated and self‐resigned career plateaus	24
A psychological contract perspective on how and when employees' promotive voice enhances promotability	24
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	24
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	23
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	23
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	23
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	23
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	21

	21
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	20
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	19
Prediction in HRM research–A gap between rhetoric and reality	19
A temporal perspective on refugee employment – Advancing HRM theory and practice	19
Assessing star value: The influence of prior performance and visibility on compensation strategy	18
Human resource professionals and the adoption and effectiveness of high‐performance work practices	18
Gender in Human Resources: Hiding in plain sight	17
Issue Information	17
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	17
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	17
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	17
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	17
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	16
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice	16
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	15
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	15
‘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	14
The role of contextual voice efficacy on employee voice and silence	14
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	14
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform	14
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The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	13
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	12
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?	12
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	12
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries	12
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	11
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	11
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	10
The duality of HR analysts' storytelling: Showcasing and curbing	10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	10
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	9
Opportunism in headhunter‐client relations: An agency theory perspective	9
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey	9
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM	8
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	8
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	8
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior	7
Using a Process Model to Develop and Expand Employee Voice Scales	7
A conceptual framework of the perceived marketability of independent professionals	7
German and Dutch works councils: A trust theory of legal employee voice	7
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research	7
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective	7

Issue Information	7
The (electronic) walls between us: How employee monitoring undermines ethical leadership	7
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data	7
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience	7
Issue Information	7
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate	7
	7
Occupational commitment of women working in SET: The impact of coping self‐efficacy and mentoring	6
Discretion as a double‐edged sword in global work: The perils of international business travel	6
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role	6
Female directors and firm performance following mergers and acquisitions	6
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	6
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach	6
An examination of anti‐violence human resource management practices in the context of health care and aged care	6
Enabling older employees' well‐being through HR attributions: The moderating role of management context	6
Developing new understanding of how global talent flow impact individual and firm performance by using big data	6
Isolating the effect of rater experience as a time‐variant predictor of performance ratings	6
Bounded professionalism nexus: HR professionalism within and across organizational boundaries	6
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives	5
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	5
Female expatriates on the move? Gender diversity management in global mobility	5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	5
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	5
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings	5
Issue Information	5
	5
Computer use and pay for performance	5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	5
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	5
High reliability Human Resource Management (HRM): A system for high risk workplaces	5
Maternal (perinatal) mental health and employment: An agenda for research and practice	5
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	4
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis	4
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Employees perceptions of non‐monetary recognition practice and turnover: Does recognition source alignment and contrast matter?	4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective	4
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes	4
	4
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	4
Institutional duality and human resource management practice in foreign subsidiaries of multinationals	4
How is human resource management research (not) helping practice? In defence of practical implications	4
The social contract of work: Moving beyond the psychological contract	3
Gender composition at work and women's career satisfaction: An international study of 35 societies	3
Positioning context front and center in international human resource management research	3
Issue Information	3
The (ir)relevance of human resource management in independent work: Challenging assumptions	3
Issue Information	3
Issue Information	3
Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach	3
Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy	3
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	3
Correction to “Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT”	3
Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers	3
Anthropomorphising the Algorithm: A ‘Theory of Mind’ Perspective on Psychological Contract Creation in Gig Work Arrangements	3
Mick Marchington and his contributions to human resource management	3
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews	3
Equal opportunities but unequal mentoring? The perceptions of mentoring by Black and minority ethnic academics in the UK university sector	3
Developing and evaluating language‐based machine learning algorithms for inferring applicant personality in video interviews	3
Issue Information	3