OOIR: Observatory of International Research

Papers

(The median citation count of Human Resource Development Quarterly 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
Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance	44
PLS‐SEM: Prediction‐oriented solutions for HRD researchers	38
Delineating the tacit knowledge‐seeking phase of knowledge sharing: The influence of relational social capital components	30
Do servant, transformational, transactional, and passive avoidant leadership styles influence mentoring competencies for faculty? A study of a gender equity leadership development program	26
The paradoxical effect of responsible leadership on employee cyberloafing: A moderated mediation model	24
Mapping human resource development: Visualizing the past, bridging the gaps, and moving toward the future	23
Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders	22
Measures of curiosity: A literature review	22
Resisting ableism in deliberately developmental organizations: A discursive analysis of the identity work of employees with disabilities	21
How can employees adapt to change? Clarifying the adaptive performance concepts	21
Engaging leadership: Enhancing work engagement through intrinsic values and need satisfaction	21
The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior	18
Perceived corporate social responsibility and affective commitment: The mediating role of psychological capital and the impact of employee participation	15
Social informal learning and the role of learning climate: Toward a better understanding of the social side of learning among consultants	15
Technological transformation and human resource development of early career talent: Insights from accounting, banking, and finance	14
Feeling shame and guilt when observing workplace incivility: Elicitors and behavioral responses	14
The interplay between the level of voluntary participation and supervisor support on trainee motivation and transfer	12
Toward a process model of newcomer socialization: Integrating pre‐ and post‐entry factors for newcomer adjustment	12
Comparing the validity of net promoter and benchmark scoring to other commonly used employee engagement metrics	11
Investigating the multidimensionality of informal learning: Validation of a short measure for white‐collar workers	11
Training and development investment and financial performance: The bidirectional relationship and the moderating effect of financial slack	11
Explosion of people analytics, machine learning, and human resource technologies: Implications and applications for research	10
Empowering leadership and followers' good and bad behaviors: A dual mediation model	10
Perceived work‐life balance: Exploring the experiences of professional Moroccan women	10
Employee engagement: Emerging insight of the millennial manufacturing workforce	9

Does age matter? Examining career commitment as a moderator in the relationship between age‐related HR/D practices and subjective career success for younger versus older academic staff	9
Breaking the mold: Retention strategies for generations X and Y in a prototypical accounting firm	9
Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry	9
Examining mentors as buffers of burnout for employees high in neuroticism	8
To simulate or not to simulate? Comparing the effectiveness of video‐based training versus virtual reality‐based simulations on interpersonal skills development	8
Unlearning in the workplace: Antecedents and outcomes	8
A cross‐level analysis of organizational knowledge creation: How do transformational leaders interact with their subordinates' expertise and interpersonal relationships?	8
The interplay between relational job design and cross‐training in predicting employee job/task citizenship performance	7
Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization‐based self‐esteem	7
It is hard to forget what comes around: Time‐lagged effects of employers' non‐fulfillment of psychological contract	7
Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement	6
Coaching techniques for sustained individual change during career transitions	6
Navigating tensions in rendering both career and psychosocial functions: An exploratory study of hybrid multiplex developmental relationships	5
Type A/B personality, work–family, and family–work conflict: The moderating effects of emotional intelligence	5
On the systems intelligence of a learning organization: Introducing a new measure	5
Workplace bullying, socially aversive attitudes, reduced work group effectiveness, and organizational frustration	5
The impact of new technologies on work and its implications for Human Resource Development research	4
Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development	4
Team engagement in an executive human resource development program: A closed cohort model perspective	4
Retaining the learning professional: A survival study on workplace learning in professional service firms	4
Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”	4
The ebb and flow of learning motivation: The differentiated impact of the implicit theory of intelligence on learning behaviors	4
Professional development in the Swedish police organization: Police officers' learning pathways	4
Measures of climate for inclusion and diversity: Review and summary	3
Work determinants of health: New directions for research and practice in human resource development	3
Is turnover intention static or dynamic? The impacts of inter‐role conflicts and psychological workplace strain on turnover intention trajectories	3
Advancing social science standards and communities for the future of HRDQ and its impact	3
Developing a competency framework for managers to address suicide risk in the workplace	3
Promoting transfer of hybrid training: Interaction of task‐contingent conscientiousness and supervisor support	3
Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi‐case, multi‐team study	3
Exploring linkages between unlearning and human resource development: Revisiting unlearning cases	3
Experience, experience, experience: Too much of a good thing for executive performance	3
How do HRD professionals and business managers interact in organizing HRD activities?	3
The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study	3
Resistance from the margin: An autoethnographic account of academic ableism	3
Perceived managerial and leadership effectiveness within the Canadian public sector	3
Using system traps to understand and potentially prevent human resource development intervention failure	3
Personality and contextual predictors of career advancement procrastination: An application of the social cognitive model of career self‐management	2
Uncertainty and fear of the unknown: What can human resource development do?	2
An examination of mediating processes of work and nonwork support for employee development	2
Transformativism: A paradigm whose time has come	2
Cohort‐based leadership development for high‐potential employees: A model for programmatic design	2
Diversity in the workforce: Whose interests are being served?	2
The global artificial intelligence transformation: Opportunities for engagement and research	2
Finding invariance when noninvariance is found: An illustrative example of conducting partial measurement invariance testing with the automation of the factor‐ratio test and list‐and‐delete procedure	2
Advocating the use of threshold effects estimation: An illustration using the gender wage gap	2
Competitive advantage and HRD	2
Developing women leaders: The role of women's professional organizations	1
Reconceptualizing identities: Veterans' perspectives on career transition challenges	1
Creating meaningful work for employees: The role of inclusive leadership	1

Impacting the bottom line: Exploring the effect of a self‐efficacy oriented training intervention on unit‐level sales growth	1
Extending research and practice in our dynamic world of work	1
	1
The Post: A token woman leader's transformation	1
Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders	1
The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization	1
Work conditions of interstate migrant workers in India: A critical realist exploration	1
Multi‐level effects of human resource bundles on the performance of aging employees	1
The quest for novelty	1
Reconsidering our uneconomic growth model: Human resource development's role in advancing sustainability	1
Human resource development professionals and scholars should engage in discourse about our worldviews	1
Examining gender differences in the use of multidimensional forced‐choice measures of personality in terms of test‐taker reactions and test fairness	1
Top 12 reasons your qualitative research will be accepted by a journal	1
PLS‐SEM: A method demonstration in the R statistical environment	1