OOIR: Observatory of International Research

Papers

(The TQCC of Human Resource Management Journal is 10. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Leading through paradox in a COVID‐19 world: Human resources comes of age	105
Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT	70
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?	59
Signalling theory as a framework for analysing human resource management processes and integrating human resource attribution theories: A conceptual analysis and empirical exploration	54
Can HR adapt to the paradoxes of artificial intelligence?	44
Prediction in HRM research–A gap between rhetoric and reality	43
Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination	39
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	29
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform	28
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews	28
From crafting what you do to building resilience for career commitment in the gig economy	27
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
Between fit and flexibility? The benefits of high‐performance work practices and leadership capability for innovation outcomes	24
High‐involvement HRM, job satisfaction and productivity: A two wave longitudinal study of a Spanish retail company	23
Mind the channel! An affordance perspective on how digital voice channels encourage or discourage employee voice	22
Menopause and the workplace: New directions in HRM research and HR practice	20
Effects of mixed signals on employer attractiveness: A mixed‐method study based on signalling and convention theory	20
Ricardo flies Ryanair: Strategic human resource management and competitive advantage in a Single European Aviation Market	20
Human resources analytics: A legitimacy process	19
Line manager implementation and employee HR attributions mediating mechanisms in the HRM system—Organizational performance relationship: A multilevel and multipath study	18
The challenge of using a ‘non‐positivist’ paradigm and getting through the peer‐review process	18
Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation	18

Positioning context front and center in international human resource management research	18
The influence of human resource practices on perceived work ability and the preferred retirement age: A latent growth modelling approach	18
Employee voice, psychologisation and human resource management (HRM)	18
The determinants of project worker voice in project‐based organisations: An initial conceptualisation and research agenda	17
The influence of human resource management systems on employee job crafting: An integrated content and process approach	17
The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue	17
Family‐supportive organisational culture, work–family balance satisfaction and government effectiveness: Evidence from four countries	17
Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda	16
Developing and evaluating language‐based machine learning algorithms for inferring applicant personality in video interviews	16
Linking high‐performance work systems and employee well‐being: A multilevel examination of the roles of organisation‐based self‐esteem and departmental formalisation	15
Small firms, owner managers and (strategic?) human resource management	15
The (ir)relevance of human resource management in independent work: Challenging assumptions	15
Refugee recruitment and workplace integration: An opportunity for human resource management scholarship and impact	15
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
Refugee employment support: The HRM–CSR nexus and stakeholder co‐dependency	15
The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces	14
Star performers, unit performance and unit turnover: A constructive replication	14
Job insecurity, commitment and proactivity towards the organization and one's career: Age as a condition	14
The distinctiveness of public sector HRM: A four‐wave trend analysis	13
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges	13
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual	12
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment	12
What are you hiding? Employee attributions for pay secrecy policies	12
Controlling management to deliver diversity and inclusion: Prospects and limits	12
Putting the system back into training and firm performance research: A review and research agenda	12
‘It's so fake’: Identity performances and cynicism within a people analytics team	12
Career satisfaction in the public sector: Implications for a more sustainable and socially responsible human resource management	11
Gender pay equity: Exploring the impact of formal, consistent and transparent human resource management practices and information	11
Generational categories: A broken basis for human resource management research and practice	11
Reframing talent identification as a status‐organising process: Examining talent hierarchies through data mining	11
Optimising human resource system strength in nurturing affective commitment: Do all meta‐features matter?	11
A liminal lens on integrating refugees into the workplace: Conceptualising a theoretical model	11
When less is more: HRM implementation, legitimacy and decoupling	11
Laying the foundations of international careers research	11
Building prediction models with grouped data: A case study on the prediction of turnover intention	11
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
The interaction between gender and informal social networks: An East Asian perspective	10
Building organisational resilience capability in small and medium‐sized enterprises: The role of high‐performance work systems	10
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	10
Team‐level human resource attributions and performance	10