OOIR: Observatory of International Research

Papers

(The median citation count of Asia Pacific Journal of Human Resources is 1. 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 2020-03-01 to 2024-03-01.)

Article	Citations
A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?	82
Sustainable human resource management: six defining characteristics	34
The impact of HRM digitalization on firm performance: investigating three‐way interactions	33
Human resources management and open innovation: the role of open innovation mindset	27
Human resource management in China: what are the key issues confronting organizations and how can research help?	22
Work, life and COVID‐19: a rapid review and practical recommendations for the post‐pandemic workplace	18
Promoting green performance through green human resource practices and green servant leadership	18
Employee voice in the Asia Pacific	16
Overwork, job embeddedness and turnover intention among Chinese knowledge workers	15
Supervisor‐subordinate guanxi and employee thriving at work: the key role of relation‐generated resources	15
A multilevel analysis of work–life balance practices	14
Barriers to women in senior leadership: how unconscious bias is holding back Australia’s economy	14
Optimizing the relationship between job autonomy and knowledge workers’ satisfaction: The roles of crafting and value congruence	13
Contextualizing employee perceptions of human resource management: a review of China‐based literature and future directions	13
Workplace strategy: a new workplace model	12
Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective	12
HRM and the smart and dark side of technology	11
Celebrating the 60^th anniversary of the Asia Pacific Journal of Human Resources: what has been achieved and what more can be done	11
The impact of ability‐, motivation‐ and opportunity‐enhancing strategic human resource management on performance: the mediating roles of emotional capability and intellectual capital	11
Detrimental effects of work overload on knowledge hiding in competitive organisational climates	11
Tracking employee voice: developing the concept of voice pathways	10
Working from home vs working from office in terms of job performance during the COVID‐19 pandemic crisis: evidence from China	10
Job insecurity, work‐induced mental health deprivation, and timely completion of work tasks	9
Fostering the high‐involvement model of human resource management: what have we learnt and what challenges do we face?	9
Impact of artificial intelligence in human resource management: a qualitative study in the Malaysian context	8

Inclusive leadership, matured age HRM practices and older worker wellbeing	8
Promoting pro‐environmental behavior through organizational identity and green organizational climate	8
Workplace performance: a sustainable approach	8
Gender (in)equality in Australia: good intentions and unintended consequences	8
The experience of work‐life balance for women doctors and nurses in Malaysia	8
International and comparative human resource management: an Asia‐Pacific perspective	8
Exploring indigenous employee voice practice: perspectives from Vietnamese public sector organisations	7
Employee voice in a semi‐rural hospital: impact of resourcing, decision‐making and culture	7
Be happy to be successful: a mediational model of PERMA variables	7
Between culture and satisfaction: mediating roles of renqing perception and rules perception	7
Adoption of high‐performance work systems in small and medium‐sized enterprises	6
Workplace cyberbullying and interpersonal deviance: roles of depletion and perceived supervisor support	6
Victim or master of HRM implementation: the frontline manager conundrum	6
How the organizational ethical climate accounts for employee voice behavior: a multilevel analysis	6
Does gender matter? The trickle‐down effect of voluntary green behavior in organizations	6
Artificial intelligence in health‐care: implications for the job design of healthcare professionals	6
Capabilities and competencies for digitised human resource management: perspectives from Australian HR professionals	6
HRM system strength and employee well‐being: the role of internal process and open systems	5
Role modeling effects: how leader's job involvement affects follower creativity	5
To engage or not? Antecedents of employee engagement in Sri Lanka	5
Redefining Chinese talent management in a new context: a talent value theory perspective	5
Towards a broader understanding of workplace inequality and exclusion in China: a review of discrimination based on social class, gender and physical ability	5
In what ways are HR Analytics and Artificial Intelligence transforming the healthcare sector?	5
Impact of flexibility stigma on outcomes: role of flexible work practices usage	5
Pivoting after almost 50 years of SHRM research: toward a stakeholder view	5
How HR systems are implemented matters: high‐performance work systems and employees’ thriving at work	4
Modeling the job quality of ‘work relationships’ in China’s gig economy	4
Employment status and counterproductive work behaviour: a chain mediating effect in the Chinese context	4
Employee assistance programmes in China: a state‐of‐the‐art review and future research agenda	4
Perspective taking and voice solicitation: a moderated mediation model	4
The trickle‐down effect of managers' belief in the importance of human resource management practices on employee performance: evidence from China	4
Meeting customer needs through ethical leadership and training: examining Australian bank employees	3
The double‐edged sword effect of high‐performance work systems: investigating when and why high‐performance work systems promote versus inhibit employee organizational citizenship behaviors	3
Analyzing the impact of artificial intelligence on employee productivity: the mediating effect of knowledge sharing and well‐being	3
Factors affecting subsidiary staffing of Japanese multinationals: a panel data analysis	3
Developing the capacity for a proactively self‐managed career: an analysis of aspiring new‐generation employees in Japan	3
Exploring the context and interface of corporate social responsibility and HRM	3
Joking behaviours and bullying from the perspective of Australian human resource professionals	3
Decent work and proactive behaviors: a moderated chain mediation model	3
High‐performance human resource practices and employee well‐being: the role of networking and proactive personality	2
	2
Smartdevice use in a COVID‐19 world: Exploring work–family conflict and turnover intentions	2
Promoting employee career growth: the benefits of sustainable human resource management	2
The complexities of employee voice within a multiculturally diverse aged care workforce setting	2
Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving	2
Rational or emotional? Prohibitive voice of outsourced employees in a time trajectory perspective	2
Performance appraisal quality and employee performance: the boundary conditions of human resource strength and religiosity	2
Introduction to the symposium ‘Transforming our future: a new social contract at work’?	2
Workplace reform: a new social contract for Australia	2
Does competitive climate at work lead to problems at home? Examination of mediating pathways	2

A meta‐analysis of the antecedents of employee willingness to expatriate	2
Between market and mayor: talent management in Chinese private firms and the role of local governments	2
Doing the right thing: HRM in the performing arts	1
	1
Examining the need for HR analytics to better manage and mitigate incidents of violence against nurses and personal care assistants in aged care	1
New Frontiers in HR Practices and HR Processes: evidence from Asia	1
COVID in Australia: HR managers' challenges and opportunities	1
How does supervisor developmental feedback make employees sense the meaning of work?	1
Research on job insecurity and well‐being in the workplace from triple perspectives of HRM, leader and coworker	1
Autism in the Australian workplace: the employer perspective	1
The effects of congruence between digital HRM systems and previous non‐digital HRM systems on firms' data‐driven insights	1
Effect of conflict‐outcomes: moderating role of psychosocial mentoring and emotional intelligence	1
Improving employee outcomes in the remote working context: a time‐lagged study on digital‐oriented training, work‐to‐family conflict and empowering leadership	1
Linking organizational emotional capability to innovation performance in high‐tech innovating firms	1
Managing human resources in information technology and business process offshoring firms operating in Asia: a literature review toward theoretically and contextually grounded research	1
Public healthcare in Pakistan: a people management solution?	1
Promoting expatriates’ acculturation: the three‐way interactive effect between cross‐cultural training, repatriation practice and leadership consideration	1