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 2020-11-01 to 2024-11-01.)

Article	Citations
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT	185
Leading through paradox in a COVID‐19 world: Human resources comes of age	116
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research	80
Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration	79
Can HR adapt to the paradoxes of artificial intelligence?	69
HRM and the COVID‐19 pandemic: How can we stop making a bad situation worse?	67
Prediction in HRM research–A gap between rhetoric and reality	54
Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination	45
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews	41
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform	38
From crafting what you do to building resilience for career commitment in the gig economy	34
Signaling standout graduate employability: The employer perspective	34
Human resources analytics: A legitimacy process	28
We need a hero: HR and the ‘next normal’ workplace	27
The (ir)relevance of human resource management in independent work: Challenging assumptions	22
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	22
Positioning context front and center in international human resource management research	21
Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda	20
Employee voice, psychologisation and human resource management (HRM)	20
The influence of human resource management systems on employee job crafting: An integrated content and process approach	19
The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue	19
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	18
Linking high‐performance work systems and employee well‐being: A multilevel examination of the roles of organisation‐based self‐esteem and departmental formalisation	18
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	17
Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact	17

The distinctiveness of public sector HRM: A four‐wave trend analysis	17
Small firms, owner managers and (strategic?) human resource management	17
Developing and evaluating language‐based machine learning algorithms for inferring applicant personality in video interviews	16
Refugee employment support: The HRM–CSR nexus and stakeholder co‐dependency	16
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	16
Career satisfaction in the public sector: Implications for a more sustainable and socially responsible human resource management	15
Star performers, unit performance and unit turnover: A constructive replication	15
Controlling management to deliver diversity and inclusion: Prospects and limits	15
Unpaid family caregiving responsibilities, employee job tasks and work‐family conflict: A cross‐cultural study	14
Generational categories: A broken basis for human resource management research and practice	14
Team‐level human resource attributions and performance	14
Scientism as illusio in HR algorithms: Towards a framework for algorithmic hygiene for bias proofing	14
‘It's so fake’: Identity performances and cynicism within a people analytics team	14
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	13
Managerial coaching skill and team performance: How does the relationship work and under what conditions?	13
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	12
The interaction between gender and informal social networks: An East Asian perspective	12
Identification with management and the organisation as key mechanisms in explaining employee reactions to talent status	12
Reframing talent identification as a status‐organising process: Examining talent hierarchies through data mining	12
Inclusive human resource management in freelancers' employment relationships: The role of organizational needs and freelancers' psychological contracts	12
Building prediction models with grouped data: A case study on the prediction of turnover intention	12
When less is more: HRM implementation, legitimacy and decoupling	12
Building organisational resilience capability in small and medium‐sized enterprises: The role of high‐performance work systems	12
Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers	11
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	11
Putting thesystemback into training and firm performance research: A review and research agenda	11
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	10
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making	10
A liminal lens on integrating refugees into the workplace: Conceptualising a theoretical model	10
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	10
The effects of latent withdrawal profiles on employee turnover, destinations and job performance	10
Analysing the impacts of Universal Basic Income in the changing world of work: Challenges to the psychological contract and a future research agenda	10
Enhancing learning in small businesses	10
Institutional duality and human resource management practice in foreign subsidiaries of multinationals	9
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring	9
How is human resource management research (not) helping practice? In defence of practical implications	9
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	9
Bridging human resource management theory and practice: Implications for industry‐engaged academic research	8
Identifying the linguistic markers of intuition in human resource (HR) practice	8
What's in a name? talent: A review and research agenda	8
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach	8
The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context	8
Employees perceptions of non‐monetary recognition practice and turnover: Does recognition source alignment and contrast matter?	7
The duality of HR analysts' storytelling: Showcasing and curbing	7
Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions	7
Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy	7
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	7
To telework or not to telework: Does the macro context matter? A signalling theory analysis of employee interpretations of telework in times of turbulence	7
An examination of anti‐violence human resource management practices in the context of health care and aged care	7
Occupational commitment of women working in SET: The impact of coping self‐efficacy and mentoring	7

The effects of medium and sequence on personality trait assessments in face‐to‐face and videoconference selection interviews: Implications for HR analytics	7
Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective	7
Simple rules for sensemaking praxis: How HR can contribute to strategic change by developing sensemaking capability in organisations	7
Assessing star value: The influence of prior performance and visibility on compensation strategy	7
The (electronic) walls between us: How employee monitoring undermines ethical leadership	6
Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach	6
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	6
A theoretical model of selective cyber incivility: Exploring the roles of perceived informality and perceived distance	6
Human resource professionals and the adoption and effectiveness of high‐performance work practices	6
Facilitating radical innovation through secret technology‐oriented skunkworks projects: Implications for human resource practices	6
The social contract of work: Moving beyond the psychological contract	6
Theorising the impact of macroturbulence on work and HRM: COVID‐19 and the abrupt shift to enforced homeworking	6
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work	6
A temporal perspective on refugee employment – Advancing HRM theory and practice	6
Empirical attrition modelling and discrimination: Balancing validity and group differences	6
Imagining the newcomer–supervisor relationship: Future relational self in the workplace	6
The cultural influence on employees' preferences for reward allocation rules: A two‐wave survey study in 28 countries	6
Implementing the equality, diversity, and inclusion agenda in multinational companies: A framework for the management of (linguistic) diversity	6
Computer use and pay for performance	6
Editorial: What are registered reports and why are they important to the future of human resource management research?	5
The negative impact of individual perceived isolation in distributed teams and its possible remedies	5
Doing the right thing? An institutional perspective on responsible restructuring in UK local government	5
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices	5
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	5
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle	5
Staffing effectiveness across countries: An institutional perspective	5
“Important for you to be there”: Employee activism and the dialectics of researcher–practitioner collaborations	4
FROM THE EDITORS–What Makes World Leading Research in HRM?	4
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	4
Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?	4
High reliability Human Resource Management (HRM): A system for high risk workplaces	4
Beating the advertising drum for the employer: How legal context translates into good HRM practice	4
E‐voice in the digitalised workplace. Insights from an alternative organisation	4
Worker silence in a turbulent neoliberal context: The case of mass privatisation of sugar factories in Turkey	4
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?	4
The effect of parental leave duration on early‐career wage growth	4
The contagion effect of collective voluntary turnover on firm performance and moderation of communication practices	4
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore	4
Towards a more inclusive human resource community: Engaging ethnic minority microbusinesses in human resource development programmes targeted at more productive methods of operating	4
Embedded in context: How time and distance affect the convergence of personnel selection practices	4
The role of contextual voice efficacy on employee voice and silence	4
The role of CEOs in the sustainability of defined benefit pension plans	4
Discretion as a double‐edged sword in global work: The perils of international business travel	3
The disabling effects of enabling social policies on organisations’ human capital development practices for women	3
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior	3
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	3
Is Chief Executive Officer optimistic belief bad for workers? Evidence from corporate employment decisions	3
Management practices and productivity: Does employee representation play a moderating role?	3
Maternal (perinatal) mental health and employment: An agenda for research and practice	3
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	3
Gender in Human Resources: Hiding in plain sight	3
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership	3