OOIR: Observatory of International Research

Papers

(The TQCC of International Journal of Human Resource Management is 10. 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 2022-01-01 to 2026-01-01.)

Article	Citations
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	446
Non-binary individuals, visibility and legitimacy at work: future crafting inclusive organisations in times of inclusion hysteresis	102
How and when do an organization’s social sustainability orientation and green human resource practices enhance its sustainable performance?	98
The spiritual and material influences on high talent entry-level finance and accounting professionals’ attraction to an organization: an experimental examination of the impact of meaningful work and m	82
Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach	78
Developing a resilient workforce in the context of organisational change: the role of employee assistance programmes	75
Organizational resilience in turbulent times—social capital as a mechanism for successfully adapting human resources practices that lead to resilience	67
Building nurses’ professional commitment for positive behavior and attitude: the joint effect of servant leadership and safety climate	64
Securing and maintaining longer-term employment: UK military service leavers’ experiences in the civilian labour market	59
Does remote work adoption boost firm innovation? A cross-cultural study	57
Understanding employee vulnerability to cyberattacks using the lens of strategic human resource management	54
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	51
Imprinting in HR process research: a systematic review and integrative conceptual model	49
Does working from home limit our strengths? Investigating character strength application in hybrid work contexts within 2 diary studies	44
Linking top management’s HR focus to innovation: the role of ownership structures and high-performance work systems	43
Breaking down barriers: how board composition drives sustainability in GCC countries	34
Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan	34
Managing boundaries: exploring the experiences of line-managers who provide mental health support in the workplace	33
Advancing understanding of HRM in small and medium-sized enterprises (SMEs): critical questions and future prospects	33
Fueling creativity: HR practices, work engagement, personality, and autonomy	32
Playful work design, engagement and performance: the moderating roles of boredom and conscientiousness	32
When and why do employer sponsored egg freezing benefits relate to organizational attraction? The role of HR attributions	31
A role perspective on flexible human resource practices and older workers’ early retirement intentions	29
Managing legitimacy in a cross-border post-merger integration context: the role of language strategies	29
Furlough and employee turnover: unveiling the hidden costs of relative deprivation and the moderating role of autonomy support	28

Talent management and performance in the public sector: the role of organisational and line managerial support for development	28
Professional resonance: role conflict, identity work, and well-being in Danish retail banking	27
Kick robots away with heart and head: how and when AI interviews undermine organizational attraction	27
The impact of enterprise–union coupling relationships on gig workers’ well-being in China: the roles of basic rights, growth rights and time pressure	27
HRM work and open innovation: evidence from a case study	27
The effectiveness of well-being-oriented human resource management in the context of telework	25
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework	24
Fake it or make it to stay? A case of Pakistani frontline emergency rescue workers	24
Burned out by the binary: how misgendering of nonbinary employees contributes to workplace burnout	23
Approaching or avoiding? Mechanisms of host-country language proficiency in affecting virtual work adaptivity during COVID-19	23
Crossing the Rubicon: exploring migrants’ transition out of military service into civilian work	23
The interrelationship between green HRM, performance outcomes and employee attitudes towards greenhouse gas emission disclosure in the Chinese banking sector	22
Discovering and nurturing local key stakeholders’ talent in emerging economies: using fsQCA to test the external human resources approach	22
Where do I belong? Conflicted identities and the paradox of simultaneous stigma and social aggrandizement of military veterans in organizations	21
When does empowering leadership affect employee voice behavior? The roles of consideration of future consequences and perceived coworker support	20
Human resource management in times of crisis: what have we learnt from the recent pandemic?	20
‘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	20
Informal network context: deepening the knowledge and extending the boundaries of social network research in international human resource management	20
Do algorithms play fair? Analysing the perceived fairness of HR-decisions made by algorithms and their impacts on gig-workers	20
Extreme work in organizations: mapping the field and a future research agenda	19
Human resource management systems research – how to gain impactful insights through formative measurement and hierarchical component models	19
Sometimes collaboration is the better strategy: institutional context and the calculative and collaborative HRM-performance relationship in the Nordics, 1999–2021	19
The chief human resource officer in the C-suite: peer prevalence and environmental uncertainty	18
To be or not to be: an identity salience career progression model of female returnees	18
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	18
Reexamining the relationship between extrinsic rewards and creativity: a study from the creative process engagement perspective	17
Managing emotional labour: the importance of organisational support for managing police officers in England and Italy	17
Checks and balances: leveraging artificial intelligence for tri-balance personnel selection systems	17
Exercising agency through the internal conversation: responses to extreme work in the Chinese tech industry	17
Augmenting diversity in hiring decisions with artificial intelligence tools	17
The rhetorics of ‘agile’ and the practices of ‘agile working’: Consequences for the worker experience and uncertain implications for HR practice	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
Fostering assigned expatriates’ innovativeness via culturally intelligent supervisors: a resource gain perspective	15
Technostress of HR professionals: the darker implication of remote work transformations	15
Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions	15
Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study	14
The dual effects of job design on knowledge hiding: expanding job demands–resources theory to employee rational-choice behaviour	14
Supporting refugee employees’ psychological needs at work: the role of HRM practices	14
High-performance work system and transformational leadership for employee constructive voice: unique and relative importance in a high-power distance context	14
Non-binary experiences of (gender-based) violence at work	13
Artificial intelligence – challenges and opportunities for international HRM: a review and research agenda	13
What It Takes to Be an Effective “Remote Leader” during COVID-19 Crisis: The Combined Effects of Supervisor Control and Support Behaviors	13
Can HR managers as ethical leaders cure the menace of precarious work? Important roles of sustainable HRM and HR manager political skill	13
Negative workplace gossip and targets’ subjective well-being: a moderated mediation model	13
Philosophies on talent management systems in Australian subsidiaries of foreign MNEs	13
The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market	12
Gendered implications of organizational gender diversity for voluntary turnover: human resource practices as strategic levers	12
Constant connectivity and boundary management behaviors: the role of human agency	12
When it’s better than expected: a quasi-experimental study of firm-provided paid parental leave and employee organizational commitment	12
Building a sustainable ecosystem of human resource management research: reflections and suggestions	12

Dealing with special supervisors : a typology of coping strategies toward accountability to customers in gig work	12
Experienced incivility undermines the positive effects of job autonomy on mental and physical health	12
The Nordic model of HRM from 1995–2021– a case of ‘bounded change’?	12
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	12
A three-wave time-lagged study on family-friendly Employment practices and well-being in Hong Kong: the mediating effect of work engagement	12
The remote work transformation: new actors, new contexts, new implications	12
Emotional labor, occupational identity and work engagement in Portuguese police officers	11
Diversity and inclusion practitioners and non-binary employees in the UK: a Bourdieusian analysis	11
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
Sustainable human resource management: the perspectives of Italian human resource managers	11
An integrative review on job burnout among teachers in China: Implications for Human Resource Management	11
(Not) seeing eye to eye on developmental HRM practices: perceptual (in)congruence and employee outcomes	10
Continuity and change in national HRM – an overview and future research agenda	10
A fifth wheel? Local language skills and work-related outcomes among foreign employees	10
Engagement contagion from managers to employees: the role of eudaimonic well-being beliefs	10
The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op	10