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 2020-03-01 to 2024-03-01.)

Article	Citations
Leading through paradox in a COVID‐19 world: Human resources comes of age	102
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research	60
HRM and the COVID‐19 pandemic: How can we stop making a bad situation worse?	57
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT	55
Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration	53
Prediction in HRM research–A gap between rhetoric and reality	42
Can HR adapt to the paradoxes of artificial intelligence?	41
Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination	37
Thriving and career outcomes: The roles of achievement orientation and resilience	34
The relationship between perceived high‐performance work systems, combinations of human resource well‐being and human resource performance attributions and engagement	31
Signaling standout graduate employability: The employer perspective	28
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews	27
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform	26
From crafting what you do to building resilience for career commitment in the gig economy	26
Leader humility, team job crafting and team creativity: The moderating role of leader–leader exchange	26
We need a hero: HR and the ‘next normal’ workplace	25
Cultural values and definitions of career success	25
Between fit and flexibility? The benefits of high‐performance work practices and leadership capability for innovation outcomes	23
High‐involvement HRM, job satisfaction and productivity: A two wave longitudinal study of a Spanish retail company	22
Mind the channel! An affordance perspective on how digital voice channels encourage or discourage employee voice	20
Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market	20
Effects of mixed signals on employer attractiveness: A mixed‐method study based on signalling and convention theory	20
Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation	18
Human resources analytics: A legitimacy process	18
The influence of human resource practices on perceived work ability and the preferred retirement age: A latent growth modelling approach	18

Menopause and the workplace: New directions in HRM research and HR practice	18
Line manager implementation and employee HR attributions mediating mechanisms in the HRM system—Organizational performance relationship: A multilevel and multipath study	17
The challenge of using a ‘non‐positivist’ paradigm and getting through the peer‐review process	17
The determinants of project worker voice in project‐based organisations: An initial conceptualisation and research agenda	17
Employee voice, psychologisation and human resource management (HRM)	17
Developing and evaluating language‐based machine learning algorithms for inferring applicant personality in video interviews	16
The influence of human resource management systems on employee job crafting: An integrated content and process approach	16
The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue	16
Family‐supportive organisational culture, work–family balance satisfaction and government effectiveness: Evidence from four countries	16
What happens to diversity at work in the context of a toxic triangle? Accounting for the gap between discourses and practices of diversity management	15
Small firms, owner managers and (strategic?) human resource management	15
Linking high‐performance work systems and employee well‐being: A multilevel examination of the roles of organisation‐based self‐esteem and departmental formalisation	15
Refugee employment support: The HRM–CSR nexus and stakeholder co‐dependency	15
The (ir)relevance of human resource management in independent work: Challenging assumptions	14
The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces	14
Positioning context front and center in international human resource management research	14
Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact	14
Star performers, unit performance and unit turnover: A constructive replication	13
The distinctiveness of public sector HRM: A four‐wave trend analysis	13
Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda	13
Job insecurity, commitment and proactivity towards the organization and one's career: Age as a condition	13
What are you hiding? Employee attributions for pay secrecy policies	12
Controlling management to deliver diversity and inclusion: Prospects and limits	12
Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U	12
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	12
When less is more: HRM implementation, legitimacy and decoupling	11
Gender pay equity: Exploring the impact of formal, consistent and transparent human resource management practices and information	11
Putting the system back into training and firm performance research: A review and research agenda	11
Laying the foundations of international careers research	11
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	11
‘It's so fake’: Identity performances and cynicism within a people analytics team	11
Team‐level human resource attributions and performance	10
Reframing talent identification as a status‐organising process: Examining talent hierarchies through data mining	10
Unpaid family caregiving responsibilities, employee job tasks and work‐family conflict: A cross‐cultural study	10
Hidden in plain sight? The human resource management practitioner's role in dealing with workplace conflict as a source of organisational–professional power	10
A liminal lens on integrating refugees into the workplace: Conceptualising a theoretical model	10
The interaction between gender and informal social networks: An East Asian perspective	10
Optimising human resource system strength in nurturing affective commitment: Do all meta‐features matter?	10
Generational categories: A broken basis for human resource management research and practice	10
Career satisfaction in the public sector: Implications for a more sustainable and socially responsible human resource management	10
Building prediction models with grouped data: A case study on the prediction of turnover intention	9
Selecting people based on person‐organisation fit: Implications for intrateam trust and team performance	9
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	9
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	9
Identification with management and the organisation as key mechanisms in explaining employee reactions to talent status	8
A “quota silo” or positive equality reach? The equality impact of gender quotas on corporate boards in Norway	8
Analysing the impacts of Universal Basic Income in the changing world of work: Challenges to the psychological contract and a future research agenda	8
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach	7
Enhancing learning in small businesses	7
The effects of latent withdrawal profiles on employee turnover, destinations and job performance	7

Building organisational resilience capability in small and medium‐sized enterprises: The role of high‐performance work systems	7
Scientism as illusio in HR algorithms: Towards a framework for algorithmic hygiene for bias proofing	7
How is human resource management research (not) helping practice? In defence of practical implications	7
Bridge employment: Understanding the expectations and experiences of bridge employees	7
Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers	7
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	7
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making	7
Simple rules for sensemaking praxis: How HR can contribute to strategic change by developing sensemaking capability in organisations	6
A promise made is a promise kept: Union voice, HRM practices, implicit contracts and workplace performance in times of crisis	6
The effects of medium and sequence on personality trait assessments in face‐to‐face and videoconference selection interviews: Implications for HR analytics	6
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	6
Employees perceptions of non‐monetary recognition practice and turnover: Does recognition source alignment and contrast matter?	6
Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective	6
Imagining the newcomer–supervisor relationship: Future relational self in the workplace	5
Bridging human resource management theory and practice: Implications for industry‐engaged academic research	5
What's in a name? talent: A review and research agenda	5
The social contract of work: Moving beyond the psychological contract	5
Institutional duality and human resource management practice in foreign subsidiaries of multinationals	5
The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context	5
Identifying the linguistic markers of intuition in human resource (HR) practice	5
Diaries from the front line—Formal supervision and job quality among social care workers during austerity	5
A temporal perspective on refugee employment – Advancing HRM theory and practice	5
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	5
Victims, survivors and the emergence of ‘endurers’ as a reflection of shifting goals in the management of redeployment	5
The duality of HR analysts' storytelling: Showcasing and curbing	5
Managerial coaching skill and team performance: How does the relationship work and under what conditions?	5
Theorising the impact of macroturbulence on work and HRM: COVID‐19 and the abrupt shift to enforced homeworking	5
Human resource professionals and the adoption and effectiveness of high‐performance work practices	5
In the eye of the beholder: Employee sexual orientation, perceived supervisory support for life beyond work and job satisfaction	5
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	5
Inclusive human resource management in freelancers' employment relationships: The role of organizational needs and freelancers' psychological contracts	5
Disconnected human resource? Proximity and the (mis)management of workplace conflict	5
Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach	4
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	4
Computer use and pay for performance	4
An examination of anti‐violence human resource management practices in the context of health care and aged care	4
Assessing star value: The influence of prior performance and visibility on compensation strategy	4
Strategy emergence in service delivery networks: Network‐oriented human resource management practices at German airports	4
Facilitating radical innovation through secret technology‐oriented skunkworks projects: Implications for human resource practices	4
A theoretical model of selective cyber incivility: Exploring the roles of perceived informality and perceived distance	4
Embedded in context: How time and distance affect the convergence of personnel selection practices	4
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	4
The impact of extended shifts on strain‐based work–life conflict: A qualitative analysis of the role of context on temporal processes of retroactive and anticipatory spillover	4
The (electronic) walls between us: How employee monitoring undermines ethical leadership	4
Doing the right thing? An institutional perspective on responsible restructuring in UK local government	4
Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?	4
Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy	4
Empirical attrition modelling and discrimination: Balancing validity and group differences	4
Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity	3
Occupational commitment of women working in SET: The impact of coping self‐efficacy and mentoring	3
E‐voice in the digitalised workplace. Insights from an alternative organisation	3
The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries	3
To telework or not to telework: Does the macro context matter? A signalling theory analysis of employee interpretations of telework in times of turbulence	3
Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions	3
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	3
The disabling effects of enabling social policies on organisations’ human capital development practices for women	3
Beating the advertising drum for the employer: How legal context translates into good HRM practice	3
Editorial: What are registered reports and why are they important to the future of human resource management research?	3
Maternal (perinatal) mental health and employment: An agenda for research and practice	3
The effect of parental leave duration on early‐career wage growth	3
In search of ‘low‐hanging fruits’ or ‘ideal’ candidates? Understanding headhunters' candidate search activities	3
“Important for you to be there”: Employee activism and the dialectics of researcher–practitioner collaborations	3
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	3
Towards a more inclusive human resource community: Engaging ethnic minority microbusinesses in human resource development programmes targeted at more productive methods of operating	3
Staffing effectiveness across countries: An institutional perspective	3