OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management Journal is 9. 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
Signaling standout graduate employability: The employer perspective	34
From crafting what you do to building resilience for career commitment in the gig economy	34
Human resources analytics: A legitimacy process	28
We need a hero: HR and the ‘next normal’ workplace	27
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	22
The (ir)relevance of human resource management in independent work: Challenging assumptions	22
Positioning context front and center in international human resource management research	21
Employee voice, psychologisation and human resource management (HRM)	20
Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda	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
Linking high‐performance work systems and employee well‐being: A multilevel examination of the roles of organisation‐based self‐esteem and departmental formalisation	18
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	18
Small firms, owner managers and (strategic?) human resource management	17
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
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	16
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
Controlling management to deliver diversity and inclusion: Prospects and limits	15
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
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
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
Managerial coaching skill and team performance: How does the relationship work and under what conditions?	13
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives	13
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
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
Putting thesystemback into training and firm performance research: A review and research agenda	11
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
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
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
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes	9
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