OOIR: Observatory of International Research

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 2020-11-01 to 2024-11-01.)

Article	Citations
Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review	402
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda	185
Rebooting employees: upskilling for artificial intelligence in multinational corporations	140
The adoption of artificial intelligence in employee recruitment: The influence of contextual factors	131
May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE	99
Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM	69
The impact of green HRM on green creativity: mediating role of pro-environmental behaviors and moderating role of ethical leadership style	62
Controlled by the algorithm, coached by the crowd – how HRM activities take shape on digital work platforms in the gig economy	62
Job quality, fair work and gig work: the lived experience of gig workers	61
Building sustainable societies through human-centred human resource management: emerging issues and research opportunities	59
Beliefs, anxiety and change readiness for artificial intelligence adoption among human resource managers: the moderating role of high-performance work systems	55
High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior	53
High performance work systems and innovation in New Zealand SMEs: testing firm size and competitive environment effects	42
International HRM in the context of uncertainty and crisis: a systematic review of literature (2000–2018)	41
An inter-disciplinary review of the literature on mental illness disclosure in the workplace: implications for human resource management	39
The effects of technological supervision on gig workers: organizational control and motivation of Uber, taxi, and limousine drivers	37
Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? A longitudinal diary study	37
Exploring the adoption of virtual work: the role of virtual work self-efficacy and virtual work climate	36
Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty	36
Boundaryless careers and algorithmic constraints in the gig economy	35
Digitalised talent management and automated talent decisions: the implications for HR professionals	32
What makes telework work? Evidence of success factors across two decades of empirical research: a systematic and critical review	31
‘To empower or not to empower, that’s the question’. Using an empowerment process approach to explain employees’ workplace proactivity	31
Having their cake and eating it too? Online labor platforms and human resource management as a case of institutional complexity	30
Trapped in a loss spiral: how and when work alienation relates to knowledge hiding	30

Can green creativity be fostered? Unfolding the roles of perceived green human resource management practices, dual mediation paths, and perceived environmentally-specific authentic leadership	30
Recruitment in the gig economy: attraction and selection on digital platforms	29
Post-COVID remote working and its impact on people, productivity, and the planet: an exploratory scoping review	29
Humanoid robot adoption and labour productivity: a perspective on ambidextrous product innovation routines	27
Teleworking in times of COVID-19: the role of Family-Supportive supervisor behaviors in workers’ work-family management, exhaustion, and work engagement	27
Embedding transparency in artificial intelligence machine learning models: managerial implications on predicting and explaining employee turnover	27
Talent management in the public sector: empirical evidence from the Emerging Economy of Dubai	27
Empowering leadership improves employees’ positive psychological states to result in more favorable behaviors	26
The role of organization-based self-esteem and job resources in promoting employees’ job crafting behaviors	25
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	25
HRM systems, employee proactivity and capability in the SME context	24
Furthering transgender inclusion in the workplace: advancing a new model of allyship intentions and perceptions	24
Psychological entitlement and organizational citizenship behaviors: the roles of employee involvement climate and affective organizational commitment	24
Augmented employee voice and employee engagement using artificial intelligence-enabled chatbots: a field study	24
Technology and the hybrid workplace: the affective living of IT-enabled space	23
The soft skills gap: a bottleneck in the talent supply in emerging economies	23
The moral dark side of performance pressure: how and when it affects unethical pro-organizational behavior	23
Staying close to business: the role of epistemic alignment in rendering HR analytics outputs relevant to decision-makers	22
Talent management and performance in the public sector: the role of organisational and line managerial support for development	22
Technologically mediated human resource management in the gig economy	22
Illegitimate tasks, job crafting and their longitudinal relationships with meaning of work	21
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	21
How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead	21
Paving the way for progress in employee agility research: a systematic literature review and framework	20
Gender diversity and firm performance: when diversity at middle management and staff levels matter	20
The paradox of mental illness and employment: a person-job fit lens	20
Fair’s fair: psychological contracts and power in platform work	20
From brain drain to brain gain: the agenda for talent management in overcoming talent migration from emerging markets	20
Psychosocial safety climate as a mediator between high-performance work practices and service recovery performance: an international study in the airline industry	20
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy	19
The role of human resource practices for including persons with disabilities in the workforce: a systematic literature review	19
Managing furloughs: how furlough policy and perceptions of fairness impact turnover intentions over time	19
The role of robotization in work design: a comparative case study among logistic warehouses	19
HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon	18
Insider econometrics meets people analytics and strategic human resource management	18
Developmental idiosyncratic i-deals and its influence on promotability decisions: the joint roles of proactive personality and developmental challenge	18
A moderated mediation study of high performance work systems and insomnia on New Zealand employees: job burnout mediating and work-life balance moderating	17
Human resource management in times of crisis: what have we learnt from the recent pandemic?	17
Exploring mental illness in the workplace:the role of HR professionals and processes	16
Women on boards of directors and firm performance: the mediation of employment downsizing	16
The impact of discretionary HR practices on knowledge sharing and intention to quit – a three-wave study on the role of career satisfaction, organizational identification, and work engagement	16
Workplace bullying of immigrants working in Sweden	16
Encouraging employee voice: coworker knowledge sharing, psychological safety, and promotion focus	15
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs	15
Fostering mental health at work: the butterfly effect of management behaviors	15
Motivational cultural intelligence and expatriate talent adjustment: an exploratory study of the moderation effects of cultural distance	15
Employee participation and job satisfaction in SMEs: investigating strategic exploitation and exploration as moderators	14
Innovation in SMEs: the role of flexible work arrangements and market competition	14
Voice in non-traditional employment relationships: a review and future research directions	14
When leader-member exchange leads to knowledge sharing: The roles of general self-efficacy, team leader modeling, and LMX differentiation	14

A dual-process model of voice endorsement	14
Employer branding orientation: effects on recruitment performance under COVID-19	13
Perceived employability of skilled migrants: a systematic review and future research agenda	13
Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study	13
Employed but not included: the case of consumer-workers in mental health care services	13
Entrepreneurial intentions and high-status seeking in career expectations: a portrait of talents in emerging countries	13
How CEOs’ inclusive leadership fuels employees’ well-being: a three-level model	13
Designing job ads to stimulate the decision to apply: a discrete choice experiment with business students	13
Driven to succeed, or to leave? The variable impact of self-leadership in rideshare gig work	12
Flexibility oriented HRM practices and innovation: evidence from China and India	12
Work–life balance supportive culture: a way to retain employees in Spanish SMEs	12
The role of context in overcoming distance-related problems in global virtual teams: an organizational discontinuity theory perspective	12
Cool down emotion, don’t be fickle! The role of paradoxical leadership in the relationship between emotional stability and creativity	12
The role of high-involvement work practices, supervisor support and employee resilience in supporting the emotional labour of front-line nurses	12
Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms	12
Beyond the ‘e-’ in e-HRM: integrating a sociomaterial perspective	12
Middle-managers’ innovative behavior: the roles of psychological empowerment and personal initiative	12
Human Capital resource as cost or investment: A market-based analysis	12
Inclusive leadership and team creativity: a moderated mediation model of Chinese talent management	12
Understanding talent management for sports organizations - Evidence from an emerging country	12
Linking high-performance work systems to affective commitment, job satisfaction, and career satisfaction: Thriving as a mediator and wasta as a moderator	11
Human resource capabilities in uncertain environments	11
Human resource professionals’ human and social capital in SMEs: small firm, big impact	11
Global differences in applicant reactions to virtual interview synchronicity	11
Low-status expatriates in the United Arab Emirates: a psychological contract perspective	11
Voice in context: An international comparative study of employee experience with voice in small and medium enterprises	11
How important are political skills for career success? A systematic review and meta-analysis	11
Routes for employee-driven innovation: how HRM supports the emergence of innovation in a formalized context	11
Can green human resource management promote employee green advocacy? The mediating role of green passion and the moderating role of supervisory support for the environment	11