European Journal of Work and Organizational Psychology

Papers
(The TQCC of European Journal of Work and Organizational Psychology is 8. 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 2021-08-01 to 2025-08-01.)
ArticleCitations
Nature, stability and determinants of multi-target commitment profiles: a longitudinal person-centered approach118
Get a little help from your perceived employability: Cross-lagged relations between multi-dimensional perceived employability, job insecurity, and work-related well-being114
The daily dynamics of basic psychological need satisfaction at work, their determinants, and their implications: An application of Dynamic Structural Equation Modeling79
Does looking forward set you back? Development and validation of the work prospection scale75
Your body tells more than words – predicting perceived meeting productivity through body signals69
They don’t really care about us: the impact of perceived vertical pay disparity on employee well-being53
When is higher LMX comparison not always effective? The role of team-level LMX disparity and neuroticism41
The role of temporality in refugees’ work-related meaningfulness-making37
The relationship between servant leadership and cyberloafing: an investigation of meaningful work versus citizenship pressure33
Learning and transfer in organisations: how it works and can be supported28
Tackling precarious work through work and organizational psychology: it’s work but not as we know it28
The role of individual goal orientations in shaping skill utilization over time: a four-year longitudinal study27
Leader–member exchange (LMX) and work performance: an application of self-determination theory in the work context27
Work-Nonwork Interface and Career Success: Examining Behavioural and Affective Linking Mechanisms24
Interactive technologies through the lens of team effectiveness: an interdisciplinary systematic literature review23
Work in times of Brexit: explanatory mechanisms linking macropolitical events with employee well-being22
Job insecurity and employee performance: examining different types of performance, rating sources and levels22
New directions in burnout research21
Perfectionism and cognitive-behavioural processes in daily work: Implications for self-related perceptions and emotions21
Justice, trust, and moral judgements when personnel selection is supported by algorithms20
Publishers note20
How shared leadership and task complexity shape expectations of team effectiveness19
Are we ahead of the trend or just following? The role of work and organizational psychology in shaping emerging technologies at work19
Can communal work activities reduce supervisors’ state grandiose narcissism? A 10-day experience sampling study18
Daily receiving and providing of social support at work: identifying support exchange patterns in hierarchical data18
Daily knowledge sharing at work: the role of daily knowledge sharing expectations, learning goal orientation and task interdependence17
Unravelling psychological contracts in a digital age of work: a systematic literature review17
Turning strain into gain: leveraging manager compassion to promote team innovation and customer satisfaction in response to teams’ emotional exhaustion16
Organizational attractiveness after identity threats of crises: how potential employees anticipate social identity16
When do poor health increase the risk of subsequent workplace bullying? The dangers of low or absent leadership support15
Energized or distressed by time pressure? The role of time pressure illegitimacy15
Laissez-faire leadership and employee well-being: the contribution of perceived supervisor organizational status15
Comparison of mindfulness training and acceptance and commitment therapy in a workplace setting: results from a randomized controlled trial14
Chasing the goal(s): how a goal-setting intervention influences transfer motivation, its antecedents and transfer of training for different training types14
The effect of time and day of the week on burnout-related experiences: an experience sampling study14
“We are like little elves who never get their own name” - Navigating the experience of precariousness in platform work14
Being “there and aware”: a meta-analysis of the literature on leader mindfulness13
Great to speak to you in person: face-to-face communication during office days relates to employee basic need satisfaction via job resources13
A self-enhancement perspective on organizational socialization: Newcomer core self-evaluations, job crafting, and the role of leaders’ developmental coaching13
Crafting behaviours and employees’ and their partners’ well-being: a weekly study12
Antecedents of physical sickness presenteeism during the COVID-19 pandemic12
Not up to the task: perceptions of women and men with work-family conflicts12
Why can’t I get out? The mediating role of internal inertial forces in the relationship between job embeddedness and the perceived likelihood of leaving: a test of the theory of career inaction12
How do feedback seekers think? Disparate cognitive pathways towards incremental and radical creativity12
Do behavioural intentions matter? A diary study on work-related ICT-use after work hours12
One plus one equals one: age-diverse friendship and its complex relation to employees’ job satisfaction and turnover intentions11
Job insecurity and (un)sustainable well-being: unravelling the dynamics of work, career, and life outcomes from a within-person perspective11
Revisiting the Multidimensional Work Motivation Scale (MWMS)10
Work does not speak for itself: examining the incremental validity of personal branding in predicting knowledge workers’ employability10
How transformational leadership transforms followers’ affect and work engagement9
Intensifying and protective? – how organizational culture shapes the effect of work scheduling autonomy on the relationship between time pressure and self-endangering work behaviours9
Exploration career role enactment and employability evaluations: the moderating roles of leader opening and closing behaviours9
Correction9
Fake it till you make it with your boss? Surface acting in interactions with leaders8
Leadership in virtual work settings: what we know, what we do not know, and what we need to do8
When do employees help abused coworkers? It depends on their own experience with abusive supervision8
Workplace social capital—a resource for all? A three-wave panel study of the effects of workplace social capital on sickness absence across occupational groups8
Alternative career pathways of skilled migrants: looking for new meanings amid starting again8
An emotional journey to speaking up: understanding when and how employee daily emotions relate to promotive and prohibitive voice8
How applicants respond to the recruitment process: unravelling temporal patterns of fairness perceptions8
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