OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management Journal is 8. 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 2021-12-01 to 2025-12-01.)

Article	Citations
Issue Information	519
Issue Information	146
Issue Information	56
Digital inclusion and inequalities at work in the age of social media	43
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria	41
The negative impact of individual perceived isolation in distributed teams and its possible remedies	40
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany	40
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans	39
Practitioner Experiences With Digitalization in Human Resource Management	38
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations	33
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study	33
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	32
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations	28
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science	26
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework	26
A psychological contract perspective on how and when employees' promotive voice enhances promotability	25
E‐voice in the digitalised workplace. Insights from an alternative organisation	25
On criticism, human resource management and civility	25
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War	23
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate	23
More to life than promotion: Self‐initiated and self‐resigned career plateaus	22
	21
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis	21
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing	21
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research	20

Assessing star value: The influence of prior performance and visibility on compensation strategy	18
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice	18
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work	17
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector	16
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	16
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective	15
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington	15
Issue Information	14
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance	14
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation	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	13
Gender in Human Resources: Hiding in plain sight	13
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock	13
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels	12
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective	12
How green human resource management affects employee voluntary workplace green behaviour: An integrated model	12
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour	12
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status	11
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care	11
	11
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management	11
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared	10
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence	10
‘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	10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation	10
The role of contextual voice efficacy on employee voice and silence	10
The duality of HR analysts' storytelling: Showcasing and curbing	9
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period	9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors	9
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective	9
Opportunism in headhunter‐client relations: An agency theory perspective	8
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models	8
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda	8
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐19	8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries	8
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender	8