International Journal of Human Resource Management

Papers
(The TQCC of International Journal of Human Resource Management is 9. 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 2020-02-01 to 2024-02-01.)
ArticleCitations
Artificial intelligence, robotics, advanced technologies and human resource management: a systematic review245
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda90
The adoption of artificial intelligence in employee recruitment: The influence of contextual factors76
Recontextualising remote working and its HRM in the digital economy: An integrated framework for theory and practice73
Rebooting employees: upskilling for artificial intelligence in multinational corporations71
May the bots be with you! Delivering HR cost-effectiveness and individualised employee experiences in an MNE61
The employee perspective on HR practices: A systematic literature review, integration and outlook59
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture47
IJHRM after 30 years: taking stock in times of COVID-19 and looking towards the future of HR research47
The impact of green HRM on green creativity: mediating role of pro-environmental behaviors and moderating role of ethical leadership style43
Unmasking the creative self-efficacy–creative performance relationship: the roles of thriving at work, perceived work significance, and task interdependence41
Building sustainable societies through human-centred human resource management: emerging issues and research opportunities41
Algorithmic human resource management: Synthesizing developments and cross-disciplinary insights on digital HRM40
High-performance work practices, employee well-being, and supportive leadership: spillover mechanisms and boundary conditions between HRM and leadership behavior39
Job quality, fair work and gig work: the lived experience of gig workers39
Work antecedents and consequences of work-life balance: A two sample study within New Zealand39
International HRM in the context of uncertainty and crisis: a systematic review of literature (2000–2018)32
High performance work systems and innovation in New Zealand SMEs: testing firm size and competitive environment effects32
Controlled by the algorithm, coached by the crowd – how HRM activities take shape on digital work platforms in the gig economy32
Beliefs, anxiety and change readiness for artificial intelligence adoption among human resource managers: the moderating role of high-performance work systems30
An inter-disciplinary review of the literature on mental illness disclosure in the workplace: implications for human resource management29
Does telework status affect the behavior and perception of supervisors? Examining task behavior and perception in the telework context28
Performance management and teacher performance: the role of affective organizational commitment and exhaustion26
Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty25
Having their cake and eating it too? Online labor platforms and human resource management as a case of institutional complexity25
‘To empower or not to empower, that’s the question’. Using an empowerment process approach to explain employees’ workplace proactivity25
Exploring the adoption of virtual work: the role of virtual work self-efficacy and virtual work climate24
The effects of technological supervision on gig workers: organizational control and motivation of Uber, taxi, and limousine drivers24
Trapped in a loss spiral: how and when work alienation relates to knowledge hiding23
A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: different pathways for descriptive and evaluative reports?23
Boundaryless careers and algorithmic constraints in the gig economy21
Digitalised talent management and automated talent decisions: the implications for HR professionals20
Effects of empowering leadership on followers’ work–family interface20
Unethical employee behaviour: a review and typology19
The moral dark side of performance pressure: how and when it affects unethical pro-organizational behavior19
The soft skills gap: a bottleneck in the talent supply in emerging economies18
From brain drain to brain gain: the agenda for talent management in overcoming talent migration from emerging markets18
How inclusive is workplace gender equality research in the Chinese context? Taking stock and looking ahead17
Recruitment in the gig economy: attraction and selection on digital platforms17
Staying close to business: the role of epistemic alignment in rendering HR analytics outputs relevant to decision-makers17
Managing furloughs: how furlough policy and perceptions of fairness impact turnover intentions over time17
Remote workers’ well-being, perceived productivity, and engagement: which resources should HRM improve during COVID-19? A longitudinal diary study17
HRM systems, employee proactivity and capability in the SME context16
Technology and the hybrid workplace: the affective living of IT-enabled space16
What makes telework work? Evidence of success factors across two decades of empirical research: a systematic and critical review16
Personal and social resources in coping with long hours of the Chinese work condition: the dual roles of detachment and social motivation16
The influence of empowering leadership on repatriate knowledge transfer: understanding mechanisms and boundary conditions16
Humanoid robot adoption and labour productivity: a perspective on ambidextrous product innovation routines16
Engaging leadership and work engagement as moderated by “diuwongke”: an Indonesian study16
Human resource management in project-based organizations: revisiting the permanency assumption16
Can green creativity be fostered? Unfolding the roles of perceived green human resource management practices, dual mediation paths, and perceived environmentally-specific authentic leadership15
Developmental idiosyncratic i-deals and its influence on promotability decisions: the joint roles of proactive personality and developmental challenge15
Paving the way for progress in employee agility research: a systematic literature review and framework15
Talent management in the public sector: empirical evidence from the Emerging Economy of Dubai15
The paradox of mental illness and employment: a person-job fit lens15
Introduction to special issue on HRM and employability: mutual gains or conflicting outcomes?15
Furthering transgender inclusion in the workplace: advancing a new model of allyship intentions and perceptions14
Illegitimate tasks, job crafting and their longitudinal relationships with meaning of work14
HR practice salience: explaining variance in employee reactions to HR practices14
Still feeling employable with growing age? Exploring the moderating effects of developmental HR practices and country-level unemployment rates in the age – employability relationship14
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy14
The role of robotization in work design: a comparative case study among logistic warehouses13
The retention effect of training: Portability, visibility, and credibility113
Empowering leadership improves employees’ positive psychological states to result in more favorable behaviors13
How employee exploration and exploitation affect task performance: The influence of organizational competitive orientation13
Workplace bullying of immigrants working in Sweden13
Talent management and performance in the public sector: the role of organisational and line managerial support for development13
Teleworking in times of COVID-19: the role of Family-Supportive supervisor behaviors in workers’ work-family management, exhaustion, and work engagement13
Insider econometrics meets people analytics and strategic human resource management12
The unique and common effects of emotional intelligence dimensions on job satisfaction and facets of job performance: an exploratory study in three countries12
The effect of direct and representative employee voice on job satisfaction in China: evidence from employer-employee matched data12
HRM in 21st century small organizations: a midrange typology to describe, contrast and contextualize the phenomenon12
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects12
Motivational cultural intelligence and expatriate talent adjustment: an exploratory study of the moderation effects of cultural distance12
Organisational justice, organisational identification and job involvement: the mediating role of psychological need satisfaction and the moderating role of person-organisation fit11
Social support for expatriates through virtual platforms: exploring the role of online and offline participation11
Human resource managers advancing the careers of women in Saudi Arabia: caught between a rock and a hard place11
Fair’s fair: psychological contracts and power in platform work11
Entrepreneurial intentions and high-status seeking in career expectations: a portrait of talents in emerging countries11
Psychosocial safety climate as a mediator between high-performance work practices and service recovery performance: an international study in the airline industry11
Human resource management in Africa: current research and future directions – evidence from South Africa and across the continent11
Employed but not included: the case of consumer-workers in mental health care services11
Designing job ads to stimulate the decision to apply: a discrete choice experiment with business students11
Fostering mental health at work: the butterfly effect of management behaviors11
Voice in non-traditional employment relationships: a review and future research directions11
The human resource architecture model: A twenty-year review and future research directions11
The role of organization-based self-esteem and job resources in promoting employees’ job crafting behaviors11
Extending the frontier of research on (strategic) human resource management in China: a review of David Lepak and colleagues’ influence and future research direction11
Psychological entitlement and organizational citizenship behaviors: the roles of employee involvement climate and affective organizational commitment11
Technologically mediated human resource management in the gig economy10
Investing in HR? Human resource function investments and labor productivity in US organizations10
Greening the workplace through supervisory behaviors: assessing what really matters to employees10
Flexibility oriented HRM practices and innovation: evidence from China and India10
How does shared leadership affect creativity in teams? A multilevel motivational investigation in the Chinese context10
Exploring mental illness in the workplace:the role of HR professionals and processes10
Impact of HRM practices on innovative behaviour: mediating role of talent development climate in Indian firms10
Impacts of job control on overtime and stress: cases in the United States and South Korea9
Clarifying and empirically assessing the concept of human capital resource emergence9
Innovation in SMEs: the role of flexible work arrangements and market competition9
Inclusive leadership and team creativity: a moderated mediation model of Chinese talent management9
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs9
Perceived employability of skilled migrants: a systematic review and future research agenda9
Work–life balance supportive culture: a way to retain employees in Spanish SMEs9
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