OOIR: Observatory of International Research

Papers

(The H4-Index of International Journal of Human Resource Management is 30. 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 2021-05-01 to 2025-05-01.)

Article	Citations
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis	328
Conceptual and macro-level considerations for understanding the talent advantage: a commentary on Joo, Aguinis, Lee, Kremer, and Villamor’s (2021) ‘HRM’s financial value from obtaining more star perfo	113
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach	91
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?	90
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes	87
Extreme work in extraordinary times: the impact of COVID-stress on the resilience and burnout of frontline paramedic workers – the importance of perceived organisational support	78
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience	56
Imprinting in HR process research: a systematic review and integrative conceptual model	55
When and how does ambidextrous leadership influences voice? The roles of leader-subordinate gender similarity and employee emotional expression	52
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market	51
Tensions in talent identification: a multi-stakeholder perspective	50
Does remote work adoption boost firm innovation? A cross-cultural study	47
Executive pay dispersion: Reconciling the differing effects of pay inequality and pay inequity on firm performance	45
Fueling creativity: HR practices, work engagement, personality, and autonomy	44
Managing talent in mission-driven organizations: a qualitative exploration	42
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	41
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems	41
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan	41
Developmental networks affect academics’ career satisfaction through research productivity	41
Breaking down barriers: how board composition drives sustainability in GCC countries	40
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs	39
Low-status expatriates in the United Arab Emirates: a psychological contract perspective	39
Does working from home limit our strengths? Investigating character strength application in hybrid work contexts within 2 diary studies	38
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	37
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness	35

Managing legitimacy in a cross-border post-merger integration context: the role of language strategies	33
Sensemaking and spirituality: the process of re-centring self-decentralisation at work	33
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework	31
The effectiveness of well-being-oriented human resource management in the context of telework	30
HRM work and open innovation: evidence from a case study	30
Talent management and performance in the public sector: the role of organisational and line managerial support for development	30