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 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
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
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	41
Breaking down barriers: how board composition drives sustainability in GCC countries	40
Low-status expatriates in the United Arab Emirates: a psychological contract perspective	39
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs	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
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
The effectiveness of well-being-oriented human resource management in the context of telework	30
A role perspective on flexible human resource practices and older workers’ early retirement intentions	29
Professional resonance: role conflict, identity work, and well-being in Danish retail banking	28
When and why do employer sponsored egg freezing benefits relate to organizational attraction? The role of HR attributions	27
Discovering and nurturing local key stakeholders’ talent in emerging economies: using fsQCA to test the external human resources approach	26
Fake it or make it to stay? A case of Pakistani frontline emergency rescue workers	26
Burned out by the binary: how misgendering of nonbinary employees contributes to workplace burnout	26
Dual-focused transformational leadership and individual creativity: moderating effects of team scout activity and individual perspective-taking	26
Approaching or avoiding? Mechanisms of host-country language proficiency in affecting virtual work adaptivity during COVID-19	25
Extreme work in organizations: mapping the field and a future research agenda	25
‘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 i	24
Do algorithms play fair? Analysing the perceived fairness of HR-decisions made by algorithms and their impacts on gig-workers	24
Human resource management systems research – how to gain impactful insights through formative measurement and hierarchical component models	24
Sometimes collaboration is the better strategy: institutional context and the calculative and collaborative HRM-performance relationship in the Nordics, 1999–2021	23
Human resource management in times of crisis: what have we learnt from the recent pandemic?	22
Paving the way for progress in employee agility research: a systematic literature review and framework	21
Heeding the call from the promised land: identity work of self-initiated expatriates before leaving home	21
Crossing the Rubicon: exploring migrants’ transition out of military service into civilian work	21
Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms	21
Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations	21
Informal network context: deepening the knowledge and extending the boundaries of social network research in international human resource management	21
The chief human resource officer in the C-suite: peer prevalence and environmental uncertainty	20
Global differences in applicant reactions to virtual interview synchronicity	20
To be or not to be: an identity salience career progression model of female returnees	20
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 Germany	19
Host country national quality of interaction with expatriates: antecedents, process, and outcome	18
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy	18
Reexamining the relationship between extrinsic rewards and creativity: a study from the creative process engagement perspective	18
Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study	18
Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions	17
Technostress of HR professionals: the darker implication of remote work transformations	17
How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead	17
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice	17
Augmenting diversity in hiring decisions with artificial intelligence tools	17
Fostering assigned expatriates’ innovativeness via culturally intelligent supervisors: a resource gain perspective	16
Supporting refugee employees’ psychological needs at work: the role of HRM practices	16
Insider’s corruption versus outsider’s ethicality? Individual responses to conflicting institutional logics	16
Philosophies on talent management systems in Australian subsidiaries of foreign MNEs	16
‘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 individuals	16
Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill	15
Regulating HRM: the limits of regulatory pluralism	15
What It Takes to Be an Effective “Remote Leader” during COVID-19 Crisis: The Combined Effects of Supervisor Control and Support Behaviors	15
The dual effects of job design on knowledge hiding: expanding job demands–resources theory to employee rational-choice behaviour	15
Humanoid robot adoption and labour productivity: a perspective on ambidextrous product innovation routines	14
The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market	14

High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context	14
Building a sustainable ecosystem of human resource management research: reflections and suggestions	14
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda	14
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	14
HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon	13
Negative workplace gossip and targets’ subjective well-being: a moderated mediation model	13
Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers	12
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	12
Sustainable human resource management: the perspectives of Italian human resource managers	12
When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment	12
Experienced incivility undermines the positive effects of job autonomy on mental and physical health	12
Dealing with special supervisors : a typology of coping strategies toward accountability to customers in gig work	12
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?	12
Constant connectivity and boundary management behaviors: the role of human agency	12
The relationship between HIWPs and nurse work engagement: the role of job crafting and supervisor support	12
The value of mixed methods work-family research for human resource management: a review and agenda	12
Emotional labor, occupational identity and work engagement in Portuguese police officers	12
Vertical and horizontal diffusion of labour standards in global supply chains: working hours practices of tier-1 and tier-2 textiles and garment suppliers	11
The role of inter-team relational coordination in the high-performance work systems–team performance linkage	11
A fifth wheel? Local language skills and work-related outcomes among foreign employees	11
When give-back turns to blowback: Employee responses to learning from skills-based volunteering	11
Diversity and inclusion practitioners and non-binary employees in the UK: a Bourdieusian analysis	11
(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes	11
The meaning of career success among managers in contemporary China: distinctive themes and societal logics	11
The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op	11
The evaluation of personnel selection methods by HR practitioners: The effect of reference and its interaction with information about validity	11