International Journal of Human Resource Management

Papers
(The TQCC of International Journal of Human Resource Management is 11. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
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 perfo355
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes95
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience94
When and how does ambidextrous leadership influences voice? The roles of leader-subordinate gender similarity and employee emotional expression84
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market59
Does remote work adoption boost firm innovation? A cross-cultural study58
Extreme work in extraordinary times: the impact of COVID-stress on the resilience and burnout of frontline paramedic workers – the importance of perceived organisational support55
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach53
Tensions in talent identification: a multi-stakeholder perspective52
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis51
Imprinting in HR process research: a systematic review and integrative conceptual model51
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?51
Fueling creativity: HR practices, work engagement, personality, and autonomy44
Does working from home limit our strengths? Investigating character strength application in hybrid work contexts within 2 diary studies43
Low-status expatriates in the United Arab Emirates: a psychological contract perspective43
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems43
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace41
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness40
Breaking down barriers: how board composition drives sustainability in GCC countries40
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan40
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs37
Managing talent in mission-driven organizations: a qualitative exploration36
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects35
HRM work and open innovation: evidence from a case study33
The effectiveness of well-being-oriented human resource management in the context of telework33
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework33
Talent management and performance in the public sector: the role of organisational and line managerial support for development32
Sensemaking and spirituality: the process of re-centring self-decentralisation at work31
Professional resonance: role conflict, identity work, and well-being in Danish retail banking31
Fake it or make it to stay? A case of Pakistani frontline emergency rescue workers30
Dual-focused transformational leadership and individual creativity: moderating effects of team scout activity and individual perspective-taking28
When and why do employer sponsored egg freezing benefits relate to organizational attraction? The role of HR attributions28
A role perspective on flexible human resource practices and older workers’ early retirement intentions26
Managing legitimacy in a cross-border post-merger integration context: the role of language strategies26
Approaching or avoiding? Mechanisms of host-country language proficiency in affecting virtual work adaptivity during COVID-1925
Do algorithms play fair? Analysing the perceived fairness of HR-decisions made by algorithms and their impacts on gig-workers25
Sometimes collaboration is the better strategy: institutional context and the calculative and collaborative HRM-performance relationship in the Nordics, 1999–202124
Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms24
Human resource management in times of crisis: what have we learnt from the recent pandemic?24
Heeding the call from the promised land: identity work of self-initiated expatriates before leaving home23
Discovering and nurturing local key stakeholders’ talent in emerging economies: using fsQCA to test the external human resources approach23
Paving the way for progress in employee agility research: a systematic literature review and framework22
Crossing the Rubicon: exploring migrants’ transition out of military service into civilian work22
‘Many places to call home’: a typology of job embeddedness among internationally relocated workers and its relationship to personal initiative, intent to stay in the host country, and intent to stay i22
Global differences in applicant reactions to virtual interview synchronicity21
Informal network context: deepening the knowledge and extending the boundaries of social network research in international human resource management21
Extreme work in organizations: mapping the field and a future research agenda21
Human resource management systems research – how to gain impactful insights through formative measurement and hierarchical component models20
Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations20
Burned out by the binary: how misgendering of nonbinary employees contributes to workplace burnout20
To be or not to be: an identity salience career progression model of female returnees20
The chief human resource officer in the C-suite: peer prevalence and environmental uncertainty19
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice18
Reexamining the relationship between extrinsic rewards and creativity: a study from the creative process engagement perspective18
Augmenting diversity in hiring decisions with artificial intelligence tools18
Host country national quality of interaction with expatriates: antecedents, process, and outcome18
Checks and balances: leveraging artificial intelligence for tri-balance personnel selection systems17
Support on the way to the top? The effects of family-friendly flexible working arrangements in organisations on the promotion of women to management positions—the case of Germany17
Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions17
How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead17
Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study17
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy17
Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill16
Supporting refugee employees’ psychological needs at work: the role of HRM practices16
‘Being accepted there makes me rely less on acceptance here’: cross-context identity enactment and coping with gender identity threats at work for non-binary individuals16
High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context16
Philosophies on talent management systems in Australian subsidiaries of foreign MNEs16
Fostering assigned expatriates’ innovativeness via culturally intelligent supervisors: a resource gain perspective16
What It Takes to Be an Effective “Remote Leader” during COVID-19 Crisis: The Combined Effects of Supervisor Control and Support Behaviors16
Technostress of HR professionals: the darker implication of remote work transformations16
Insider’s corruption versus outsider’s ethicality? Individual responses to conflicting institutional logics15
Regulating HRM: the limits of regulatory pluralism15
The dual effects of job design on knowledge hiding: expanding job demands–resources theory to employee rational-choice behaviour15
Negative workplace gossip and targets’ subjective well-being: a moderated mediation model14
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda14
The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market14
Non-binary experiences of (gender-based) violence at work14
Building a sustainable ecosystem of human resource management research: reflections and suggestions14
Can green human resource management promote employee green advocacy? The mediating role of green passion and the moderating role of supervisory support for the environment13
The relationship between HIWPs and nurse work engagement: the role of job crafting and supervisor support13
Emotional labor, occupational identity and work engagement in Portuguese police officers13
When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment12
Diversity and inclusion practitioners and non-binary employees in the UK: a Bourdieusian analysis12
Sustainable human resource management: the perspectives of Italian human resource managers12
The role of inter-team relational coordination in the high-performance work systems–team performance linkage12
An integrative review on job burnout among teachers in China: Implications for Human Resource Management12
The value of mixed methods work-family research for human resource management: a review and agenda12
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?12
Constant connectivity and boundary management behaviors: the role of human agency12
Experienced incivility undermines the positive effects of job autonomy on mental and physical health12
The meaning of career success among managers in contemporary China: distinctive themes and societal logics11
Examining the strategic and operation HR competencies as enablers of green human resource management practices: mediating role of perceived environmental orientation11
When give-back turns to blowback: Employee responses to learning from skills-based volunteering11
Dealing with special supervisors : a typology of coping strategies toward accountability to customers in gig work11
Vertical and horizontal diffusion of labour standards in global supply chains: working hours practices of tier-1 and tier-2 textiles and garment suppliers11
A fifth wheel? Local language skills and work-related outcomes among foreign employees11
The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op11
The evaluation of personnel selection methods by HR practitioners: The effect of reference and its interaction with information about validity11
(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes11
Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers11
0.15012407302856